Ace Your Case V Business Operations Questions PDF

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ACE YOUR CASE® V:

BUSINESS OPERATIONS QUESTIONS
2nd edition
★
14 PRACTICE CASE QUESTIONS ★ APPLYING OPERATIONAL FRAMEWORKS ★ WETFEET’S EXPERT COMMENTARY

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Insider
Guide
Ace Your Case® V:
Business Operations Questions
2nd edition
Ace Your Case® V: Business Operations Questions
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Ace Your Case® v: Business Operations Questions
2nd Edition
ISBN: 978-1-58207-947-9
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All illustrations by mckibillo

CHAPTER 1
1 Ace Your Case® V
at a Glance
Ace Your Case® V:

Business Operations
Questions
234
5 The Interview
Unplugged
15 The Practice
Range: Key
33 Nailing
the Case
operations
6 Overview issues 34 Comparing Your
Answers
6 The WetFeet Way 16 Types of
of Cracking a Case Operations
Question Questions
7 The Business 17 Marketing

Operations Case,
Analyzed 19 Distribution
9 Key Business 22 Productivity

Operations
Frameworks 25 Financing
27 Profitability
contents
Ace Your Case® V
at a Glance
1
at a Glance
Case-by-Case Rules for
Operations Questions
• Isolate the main issue
AT A GLANCE
CHAPTER 1
• Apply a framework
• Think action!
Operations Frameworks
• Fixed Cost/Variable Cost
• Marginal Cost Analysis
• Company, Customers, and Competition (3Cs)
• Product, Price, Promotion, and Place (4Ps)
• Porter’s Five Forces
• Firm Analysis
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UNPLUGGED
• Cultural, Administrative, Geographic, Economic

CHAPTER 2
(CAGE) Analysis
• Financial Analysis
Key Operations Issues

• Costs
• Distribution
• Financing
• Productivity
THE PRACTICE RANGE
• Marketing
CHAPTER 3
NAILING THE CASE
CHAPTER 4
2 W E T F E E T I N S I D ER GUID E
CHAPTER 2
CHAPTER 1 THE INTERVIEW CHAPTER 3 CHAPTER 4
AT A GLANCE UNPLUGGED THE PRACTICE RANGE NAILING THE CASE
3
WET F EET IN S IDER GUIDE
The Interview
Unplugged
2
Overview........................................... 6
The WetFeet Way of
Cracking a Case Question................. 6
The Business Operations
Case, Analyzed.................................. 7
Key Business Operations
Frameworks....................................... 9
Overview The WetFeet Way

› Operations cases cover the tactical, day-
to-day, get-things-done problems that businesses face.
of Cracking a Case
These may be related to distribution, finances, or Question
human resources. You may sometimes get these in
AT A GLANCE
CHAPTER 1
conjunction with strategy cases: First you have to deter- W hat is the interviewer asking?
mine what a client should do, and then you have to E verything there?
figure out how the client should do it. These problems T hink before you speak
are not always as straightforward as they may seem, F rameworks!
because political or cultural issues may keep manage- E xplain your thinking
ment teams from doing what they need to do. In fact, E valuate your case so far
that’s often why they bring in the outside perspective of T ake action
consultants.
This guide is all about business strategy cases, and › So how exactly does one ace the case? Although
it’s designed to be a companion volume to Ace Your the specifics of each case question will be different, we’ve
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Case®, Ace Your Case® II, Ace Your Case® III, and Ace Your devised an approach that, if used correctly, will take you
CHAPTER 2
Case® IV. Ace Your Case® and Ace Your Case® II cover a long way toward giving the consulting interviewer
case interviews in general, offering an overview of the what he or she wants. Ours is a mnemonic device for
process, a guide to common frameworks for analysis, acing your case. Simply think of the word “WetFeet.”
and information on how to solve just about any case Those seven letters will help your ace your case!
that comes your way. Ace Your Case® III specializes in
market-sizing problems, while Ace Your Case® IV covers What is the interviewer asking?
business strategy cases. And if you want to learn more Listen carefully, and take notes if necessary. Make
about operations cases, this is the guide for you. sure you know what the interviewer is seeking. It’s
THE PRACTICE RANGE
A word about how to use this guide: We strongly particularly important to keep this objective in mind
recommend that you try to solve the questions first, as you work your way through the dense forest of detail
without looking at the answers. After you’ve given that may be coming your way. Stick to the question,
CHAPTER 3
them your best shot, go ahead and check out our too. If the interviewer asks for two recommendations,
recommended answers. If you find that our “good you’ll impress her if you give six—you’ll impress her
answer” differs from yours, see if there’s something you as someone who can’t follow directions and who is
can learn from our suggestions. But don’t panic—there likely to get too bogged down in minutiae to deliver an
are usually numerous ways to answer any case question. organized report to a client.
It’s far more important to note the approach, as well
as the interviewer’s likely responses, which obviously Everything there?
won’t be included in your own answers. As you sharpen Determine whether you’ve been given the whole
NAILING THE CASE
those skills, keep thinking to yourself, “I love these case picture. If the question is unclear, there’s probably
questions!” Pretty soon you’ll find yourself talking like a reason. Ask your interviewer for clarification. In
CHAPTER 4
a consultant! particular, if there seems to be a gaping hole, ask about

it. The interviewer may be testing whether or not you
realize that there are missing pieces to the puzzle. Or he
may be holding back a key piece of information to see if
you ask for it—or if you’re paying enough attention to Take action
listen for hints. When you hear a hint, a suggestion, or Wrap up your case by briefly summarizing how you
additional information, use it. Interviewers know what have approached the problem and noting where you
they are looking for and will usually try to steer you in would go if you had more time. The goal of consulting
the right direction. is almost never just analysis. Usually, a consultant is
AT A GLANCE
CHAPTER 1
looking for good, solid, data-driven recommendations
Think before you speak that the client can use.
During an interview, any pause will feel like an eternity
to you, so your impulse will be to blurt out the first
things that come to mind. Instead, take a moment to
The Business
think through your ideas and how to present them. Operations Case,
That moment won’t seem long to your interviewer, and
will give you the time to make a stronger impression. Analyzed
› A fair number of case questions cover operations
Frameworks! issues. Given the existing economic environment, the
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Identify a framework, or a combination of frameworks, mix of consulting business has shifted toward opera-
CHAPTER 2
to help you structure your answer. Be sure to inform tions and process-focused cases, so be prepared for at
your interviewer of how you plan to proceed. least one of these types of questions. Broadly speaking,
Remember, choosing a framework isn’t the goal of operations refers to everything involved in running a
the exercise—it’s supposed to help you structure an business and getting product out the door. In a manu-
answer to the question. Your choice of framework won’t facturing plant, this would include the purchasing and
impress the interviewer, but your ability to come up transporting of raw materials, the manufacturing pro-
with a clear, logical answer will. cesses, the scheduling of staff and facilities, distribution
of the product, the servicing of equipment in the field,
THE PRACTICE RANGE

Explain your thinking and so on. In its broadest sense, operations would even
methodically include the sales and marketing of the company’s prod-
Work from big to small, starting with the most ucts, as well as the systems used to track sales. Whereas
CHAPTER 3
important issue first, and tell the interviewer why you strategy questions deal with the future direction of the
think that point is so important. If you run out of time firm (e.g., whether to enter a new line of business),
part way through, you want to have already delivered operations deals with the day-to-day running of the
your most important insights. business. It’s particularly fertile ground for consulting
work, and for case questions. Some of the most typi-
Evaluate your case so far cal case questions of this type are those that require the
As you go, think about your answer. Is it something candidate to explain why a company’s sales or profits
that a business might logically do? Are there have declined. NAILING THE CASE
practical, but unconventional, approaches? Is there

another way to approach the problem? Don’t just The Scorecard
CHAPTER 4
ask yourself—ask your interviewer if you are on the Consultants like to ask operations questions because
right track. they allow the interviewer to see whether the candidate
understands fundamental issues related to running a
business (e.g., the relationship between revenues and
WET F EET IN S IDER GUIDE 7

costs, and the relationship and impact of fixed costs Optimizing Your Business
and variable costs on a company’s profitability). In Operations Answers
addition, operations questions require the candidate to Operations case questions are more complex than
demonstrate a good grasp of process as well as an ability market-sizing questions. Not only do they typically
to sort through a pile of information and identify the require basic business knowledge (or, at the very least,
AT A GLANCE
CHAPTER 1
most important factors. a good deal of common sense), but they also frequently
require the candidate to think like a detective. For
example, the interviewer might ask why an airline has
Broadly speaking, “operations” been losing money while its market share has increased.
There could be many reasons for this: Revenue might
refers to everything involved in be down (and that, in turn, might be caused by any
running a business and getting number of things, including ticket-price wars, lower
product out the door. ridership, increasing accounts payable, and so on);
costs might be higher (due to higher fuel costs, greater
landing fees, higher airplane maintenance costs, and
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other factors); or the airline could be operating more

CHAPTER 2
When You’ll Get These inefficiently (e.g., higher passenger loads might require
Operations questions are fair game for all candidates, it to lease additional aircraft or pay staff overtime). In
including undergraduates and advanced-degree any case, a successful analysis of the question requires
candidates. According to our customers, the declining the candidate to think clearly and efficiently about the
profits questions are some of the most popular types question. To help with these types of questions, here are
of cases around, and almost all candidates can expect some rules you’ll want to keep in mind.
to face one. That said, MBAs are typically expected
to explore these questions in greater detail and have Rule 1: Isolate the Main Issue
THE PRACTICE RANGE
a better grasp of key business issues and terminology. Operations questions usually have lots of potential
MBAs could also get tossed more complicated answers. The first step in identifying a good answer (and
operations questions. For example, an MBA case might demonstrating your analytical firepower) is to separate
CHAPTER 3
involve understanding the implications of allocating the wheat from the chaff. Once you’ve zeroed in on
fixed costs in a certain way, or, perhaps, the impact on the main issue, you’ll be able to apply your energy to
the balance sheet of a certain type of financing. working out a good conclusion to the problem.
Undergraduates and non-MBA candidates still need
to be familiar with a few basic operational concepts,
such as the relationship between costs and revenues, Declining profits questions
and the various things that might impact them. In
addition, undergraduates might expect the topic of are some of the most popular
types of cases around, and
NAILING THE CASE
the question to be more familiar. For example, an

undergraduate might get lobbed a question about
almost all candidates can
CHAPTER 4
the implications of launching a new national chain

of restaurants. An MBA might get a question about expect to face one.
factors that would allow a manufacturing operation to
increase throughput.
Rule 2: Apply a Framework Although you’re free to use any logical approach to
Frameworks were made for cracking operations solve a case question, some frameworks will prove to be
questions. They will help you sift through lots of data more useful for business strategy cases. These help you
and organize your answer. A useful framework can be break down complex and vague problems—Why are
something as simple as saying, “If the airline is losing sales up and profits down? Do we need new accounting
AT A GLANCE
CHAPTER 1
money, it has something to do with either costs or software? How are we going to get our products to
revenues,” and moving on to talk about each of these central Africa?—into smaller pieces that you can
areas in turn. understand and address, leading to a solution.
Rule 3: Think Action! Fixed Cost/Variable Cost

Unlike market-sizing questions, operations questions Cost accountants rejoice! Many a case question has
never end with a nice, neat analysis. Rather, the goal been clarified (if not solved) by juggling a few numbers.
here is action. The hypothetical client is usually facing One thing you’ll almost always want to watch out for
a critical issue: Revenues are falling, costs are rising, in profitability-type questions and operations questions
production is crashing. Something needs to be done. is the fixed cost/variable cost dynamic. Fixed costs
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As a consultant, you will be hired to give advice. As are those things such as rent, administrative division
CHAPTER 2
a candidate, you should be sensitive to the fact that salaries, interest on debt, and overhead expenses that
your analysis must drive toward a solution. Even if can’t really be adjusted right away. In contrast, variable
you need more data before you’re able to make a final costs are those costs, such as those of raw materials,
recommendation, you should acknowledge that you which vary directly with production. These factors
are evaluating various courses of action. Better yet, you can also be important in assessing opportunities in
should lay out a plan for next steps. new industries. If there are high fixed costs associated
with a new venture, then capacity utilization will be
key to making the venture work. You might face a
THE PRACTICE RANGE

Key Business case question along the lines of, “The largest paper
manufacturer has announced plans to build a new
Operations plant. Should our client, the number three paper
CHAPTER 3
Frameworks manufacturer, follow suit?” When you do, consider
incorporating a discussion of fixed and variable costs
› Business problems are easier to solve when into your response.
you start with a framework. A framework is simply a
structure that you use to organize your thoughts and Marginal Cost Analysis
help you analyze the critical issues of a sample case. Marginal cost analysis is one of those nice, specialized
It gets you started, and then you finish it in your own mini-frameworks that makes an ideal add-on to a
great style. Think of it this way: Every shirt has to have larger, more general framework such as cost/benefit NAILING THE CASE
a way to get your head and your arms through, but a analysis, especially for questions involving profits and
trip to the mall will show you thousands of options cre- operations issues. Marginal costs are the costs involved
CHAPTER 4
ated using the simple shirt framework. It’s the same for in producing an additional unit of something. In
business. A framework can help you break a case into most cases, producing one or two more items costs
two, or three, or five components. With those down, very little, just the cost of materials. But at some
your brilliant intellect will shine through. point, your production will outgrow your machines

and maybe even your building, so that the marginal of the competitors in the new market as well as the
cost of producing one more item becomes enormous. competitors in the client’s existing markets and how all
Likewise, you can have marginal costs of sales. Think competitors would respond to your client’s expansion
of a retail store: in general, it doesn’t cost any more plans. Finally, the company analysis would likely
to have ten customers instead of one. But have too include a look at the client’s strengths and weaknesses,
AT A GLANCE
CHAPTER 1
many customers, and the store gets uncomfortably its internal resources, its longer-term strategy, and how
crowded, fights break out in the parking lot, and people well situated it is to handle the different issues you
get disgusted because the checkout lines are too long. identified in the customer and competition pieces of
The answer is to open a new store, but that can be an your answer.
expensive undertaking.
You might be asked about a situation in which sales The 4Ps: Product, Price,
have gone up while profits have gone down. There Promotion, and Place
are many possible explanations for such a scenario, Here’s a favorite one from the Marketing Hall of
one of which is that the increased volume has caused Fame. The 4Ps are product, price, promotion, and
the production to exceed the point where it is most place (distribution). These are the four major knobs
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efficient. In other words, the marginal cost (the cost you can turn when trying to market a new or existing
CHAPTER 2
of producing each additional unit of output) is going product. Product incorporates everything about the
up. This could be a result of the need to purchase design of the product; its features; how it is different
raw materials at a premium to get quick delivery. It from competing products and substitute goods; its
could result from having to pay workers overtime to packaging; reputation, service, and warranties; and
fill orders. It could result from any one of a number what the strategy for the product is in the future. The
of things. Although you’ll probably score extra points price factor deals with both retail prices and discounts,
by incorporating academic concepts in your answer, as well as economic incentives to the different channels
keep in mind that the real world is never as clean as the (commissions and margins) and the strategic elements
THE PRACTICE RANGE
textbooks. You’ll undoubtedly want to embellish your of the pricing decision. Promotion has to do with
answer with messy things like stakeholder interests and everything from marketing and advertising to customer
organizational dysfunction. education, public relations, and franchise or reputation
CHAPTER 3
development. The fourth P, place, is really a “D” in

The 3Cs: Company, Customers, disguise. It stands for distribution, and covers such
and Competition things as choice of channels, cost and duration of
The famous 3Cs stand for company, customers, and distribution, and positioning strategy. An example of a
competition. These will often be the most critical case question for which a 4Ps framework would come
factors to consider when you look at a strategic, in handy is, “Our client plans to introduce a solar-
marketing, or performance question. Thus, if you’re powered room air conditioner. What are some of the
asked to figure out how an automaker should assess issues we should examine?”
NAILING THE CASE
its opportunities in a foreign market, you might start

by analyzing what kinds of customers it will find in Porter’s Five Forces
CHAPTER 4
the new market. You’d probably want to analyze both Porter’s Five Forces theory is probably the best-known
the individual characteristics of the customers as well industry analysis framework. It’s a little old-fashioned,
as the marketplace’s characteristics and trends. A look but it’s still a logical way to figure out the dynamics
at the competition would include both an analysis of almost any industry. You can use it to answer
operations questions about responding to competition. External factors influencing corporate strategy can
Here’s a little review: include:
• Industry trends
1. Barriers to Entry (the ease with which new firms • Outside constraints (governmental, societal, legal)
can enter the industry) • Competitor activities
AT A GLANCE
CHAPTER 1
2. Bargaining Power of Buyers (the relative power
of customers and other buyers) The business strategies that will likely prove most
3. Bargaining Power of Suppliers (the relative value successful for the firm are those that find a close fit
of vendors and other suppliers) between the internal (company) and external (market)
4. The Availability of Substitute Products (the factors. This framework can be applied to many types
uniqueness of the industry’s products) of strategy questions, especially those involving a new
5. The Nature of the Rivalry among Firms (the opportunity, a new market, or changing circumstances
rationality of competition in the industry) in the industry. For example, if you’re looking at the
opportunity for a medical device manufacturer to set
Analysis of each of these categories and their up a new production facility in France, you might start
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relevant subcategories should give you a good idea by looking at internal factors related to the company’s
CHAPTER 2
about whether the opportunity looks positive or strategic objectives and resources and then move on to
negative. The key insights that this analysis will often the various external factors it will face as it explores the
provide include the idea that an industry is more attrac- market opportunities in Europe.
tive if there are significant barriers to entry, neither
buyers nor suppliers have great power over the play- CAGE Analysis
ers in the industry, there are few adequate substitute Chances are, an interviewer is going to ask you about
products, and the firms are not engaged in an insane international issues at some point. If you get a question
competitive rivalry that depresses profits. about international strategy, you’ll need a logical way to
THE PRACTICE RANGE

think about the issues. Good thing Pankaj Ghemawat,
Firm Analysis a professor at Harvard, developed a framework you can
Porter’s Five Forces look at industry factors, while Firm use. He suggests you consider the amount of distance
CHAPTER 3
Analysis takes strategic analysis down a notch to look that exists between two cultures when deciding whether
at the company. It’s a robust consulting framework and how it makes sense to change business strategy over-
that will often prove helpful in answering operations seas. And, it comes with a handy mnemonic:
questions, especially those where problems may be • Cultural distance: What are the differences in the
arising from a number of areas. The foundation of the religious beliefs, race, social norms, and languages
Firm Analysis framework is the identification of the between the target country and the country of the
internal (company) and external (market) factors which company considering expansion?
come together to influence a company’s competitive • Administrative distance: What are the differences NAILING THE CASE
strategy. in the ways the countries are governed? Are there

Internal factors influencing a corporate strategy colonial ties, a common currency, and trade arrange-
CHAPTER 4
include a company’s: ments in place?

• Goals and values • Geographic distance: What’s the distance between
• Resources and capabilities the countries in terms of miles? What is the size of
• Structure and management the target country? What about its infrastructure

features, like ports, transportation systems, and Financial Analysis

communications networks? Financial analysis is a cornerstone of corporate decision
• Economic distance: Do the two countries have making. Most of it is complicated stuff, and if you
similar wealth and consumer income? Are financial don’t know it by now, hie thee to an accounting course.
resources similarly available? But there are basic relationships you can keep in mind
AT A GLANCE
CHAPTER 1
to help you evaluate strategy decisions during case

If you get a case about outsourcing to the Philippines, interviews.
acquiring a company in Germany, or investing in • Income statement equation: Revenue – expenses =
Venezuela, think about how the markets are similar in profits. And profits are good.
terms of culture, administration, geography, and eco- • Balance sheet equation: Assets = liabilities + equity.
nomics. How do these factors affect the strategy? Or, to put it another way, equity (ownership) are the
For that matter (because frameworks in consulting assets that are left over after all the lenders are paid
interviews are tools, not tests), you might be able off.
to apply CAGE to other business decisions, such as • Cash equation: Ending cash = beginning cash –
regional expansion or the acquisition of a competitor. cash for (from) operations – cash for (from) invest-
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Would you recommend that News Corp. acquire ing – cash for (from) financing. Cash is good, but
CHAPTER 2
Google, given the cultural, administrative, geographic, businesses have to spend money to make money.
and economic factors involved?
THE PRACTICE RANGE
CHAPTER 3
NAILING THE CASE
CHAPTER 4
CHAPTER 2
13
The Practice Range:
Key Strategic Issues
3
Types of
Operations Questions.................. 16
Marketing.................................... 17
Distribution................................. 19
Productivity.................................22
Financing.....................................25
Profitability.................................. 27
Types of
Operations
Questions
AT A GLANCE
CHAPTER 1
› Although operations questions can be

far-reaching, most fall into a few broad categories. The
more you know about these categories, the better you’ll
able be to handle different case questions.
In fact, here’s a word of caution: Your case interview
won’t be one of our questions, nor will it be one from the
firm’s sample guide. Don’t spend your time memorizing
answers, because it won’t help you. Instead, use all of these
samples to get comfortable with the format and to learn
the concepts that go into developing answers. Then, you
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can work through any question with confidence, even

CHAPTER 2
if your interviewer throws out some weird brainteaser

operations question like, “HP wants to engineer its
computers to be able to get up and walk around the room.
How would you set up this project?”
Test yourself on the marketing, distribution,
productivity, financing, and profitability questions on
following pages.
THE PRACTICE RANGE
CHAPTER 3
NAILING THE CASE
CHAPTER 4
Marketing
CASE 1
A camera company has stumbled on a compound that helps extend the life of cut roses. It wants
AT A GLANCE
to know if it should introduce the product and how to price it. The firm has collected the following
CHAPTER 1
data and wants your assistance in analyzing the data and making a recommendation:
• One billion roses are purchased each year in the U.S.
• The average rose costs $2
• There are 50 million unique buyers of roses
• The chemical extends the life of cut roses by one week
• There are five other products on the market that extend the life of cut roses from two to five days
• Five grams per rose of the new chemical must be present in order to be effective
• It costs $0.02 per gram to manufacture the new chemical, including fixed and variable costs
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Key questions to ask
UNPLUGGED
CHAPTER 2
THE PRACTICE RANGE
Basic numbers
CHAPTER 3
Track the numbers down NAILING THE CASE
CHAPTER 4

CASE 2
A small manufacturer and distributor of women’s surf clothing is considering

selling to high-end boutiques and has hired you to help out. What kinds of
issues would you think about to help it make the decision?
AT A GLANCE
CHAPTER 1

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CHAPTER 2
Basic numbers
THE PRACTICE RANGE
CHAPTER 3
Track the numbers down

NAILING THE CASE
CHAPTER 4
Distribution
CASE 3
The Director of Purchasing for the aircraft maintenance division of a major
AT A GLANCE
airline has asked for your help. His supplier base has grown to more than
CHAPTER 1
500 vendors, who supply approximately 100,000 different aircraft parts to
the airline. He has realized that his supplier strategy is suboptimal, from
both a cost and efficiency standpoint. How would you help him devise a
supplier strategy?
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CHAPTER 2
Basic numbers
THE PRACTICE RANGE

CHAPTER 3
Track the numbers down NAILING THE CASE
CHAPTER 4

CASE 4
Your client is an Internet retailer that has been plagued with service
problems in fulfillment and delivery. This is leading to increased customer
complaints and slow revenue growth. How would you go about assessing
the problem and recommending a fix?
AT A GLANCE
CHAPTER 1

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CHAPTER 2
Basic numbers
THE PRACTICE RANGE
CHAPTER 3

NAILING THE CASE
CHAPTER 4
CASE 5
Your brother-in-law owns a regional chain of exotic pet supply stores. He has a
website that his son, who is in high school, put together. He thinks there is
enormous potential for the site, because many people find it and call to place
orders. However, order volume directly through the site is quite small. How can he
AT A GLANCE
improve his Internet business?
CHAPTER 1
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CHAPTER 2
Basic numbers
THE PRACTICE RANGE

CHAPTER 3
NAILING THE CASE

CHAPTER 4

productivity
CASE 6
Your client is the vice president of global sourcing for a U.S. footwear company. The
company once owned seven manufacturing plants in the U.S., but now only owns a
AT A GLANCE
CHAPTER 1
single plant. The client has brought you in to determine whether to close the final
plant. What types of questions would you ask in order to assist the client in making
the right decision?
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CHAPTER 2
Basic numbers
THE PRACTICE RANGE
CHAPTER 3

NAILING THE CASE
CHAPTER 4
CASE 7
A regional bank interested in expanding beyond commercial banking

services has merged with a major asset management firm. They are
struggling with post-merger integration and have hired you to help them.
What issues would you address?
AT A GLANCE
CHAPTER 1
THE INTERVIEW
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CHAPTER 2
Basic numbers
THE PRACTICE RANGE

CHAPTER 3
NAILING THE CASE

CHAPTER 4

CASE 8
You have been hired by a metropolitan symphony orchestra to help it with its
annual subscription drive. For years, the symphony has called ticket buyers and
asked them to subscribe, and this generated 20 percent of all new subscriptions. In
the last two years, however, ticket sales from the telephone campaign have fallen
AT A GLANCE
dramatically. What is going on?

CHAPTER 1

THE INTERVIEW
UNPLUGGED
CHAPTER 2
Basic numbers
THE PRACTICE RANGE
CHAPTER 3

NAILING THE CASE
CHAPTER 4
financing
CASE 9
Your client is a large private equity firm. It is looking into “rolling up” the tow-truck
industry; that is, buying many small and midsize firms and combining them to
AT A GLANCE
CHAPTER 1
create one, larger firm. It wants your help in assessing industry attractiveness.
THE INTERVIEW
UNPLUGGED
CHAPTER 2
Basic numbers
THE PRACTICE RANGE

CHAPTER 3
NAILING THE CASE

CHAPTER 4

CASE 10
A retail chain is having problems with cash flow. Inventory expenses in

particular are increasing. What would you recommend the client do?
AT A GLANCE
CHAPTER 1

THE INTERVIEW
UNPLUGGED
CHAPTER 2
Basic numbers
THE PRACTICE RANGE
CHAPTER 3

NAILING THE CASE
CHAPTER 4
Profitability
CASE 11
The food-service spice division of a major food manufacturer has had flat
AT A GLANCE
or declining sales and profits over the past five years. What should it do to
CHAPTER 1
improve its performance?
THE INTERVIEW
UNPLUGGED
CHAPTER 2
Basic numbers
THE PRACTICE RANGE

CHAPTER 3
NAILING THE CASE

CHAPTER 4

CASE 12
Your client is the head product manager in the sports division of a major online
auction company. He has brought you in to help diagnose why his division’s
profitability is declining and to determine ways to improve the performance.
AT A GLANCE
CHAPTER 1

THE INTERVIEW
UNPLUGGED
CHAPTER 2
Basic numbers
THE PRACTICE RANGE
CHAPTER 3

NAILING THE CASE
CHAPTER 4
CASE 13
The CEO of a small to midsize sock company has hired your consulting company to assess
why profits have been falling from respectable levels four years ago to declining one year
ago to a projected loss this year. You have been assigned as the main business analyst
on the engagement. How would you help analyze the situation and what would be your
AT A GLANCE
preliminary recommendations for how to address it?
CHAPTER 1
THE INTERVIEW
UNPLUGGED
CHAPTER 2
Basic numbers
THE PRACTICE RANGE

CHAPTER 3
NAILING THE CASE
CHAPTER 4

CASE 14
The COO of a business services company supplying technology consulting to Fortune 500 companies
is concerned because she has noticed a downturn in overall corporate spending on consulting and
other outsourced services during the trailing two quarters. Upon discussing her thoughts with
some of her peers at other tech consultancies, she has learned that other companies are predicting a
AT A GLANCE
reduction in demand for their services as well. She is considering how to address this issue within her
CHAPTER 1
own company, and has asked for your help in thinking about it as well. What would you like to know,
and how would you advise this COO?

THE INTERVIEW
UNPLUGGED
CHAPTER 2
Basic numbers
THE PRACTICE RANGE
CHAPTER 3

NAILING THE CASE
CHAPTER 4
CHAPTER 2
31
Nailing the Case
4
Comparing Your Answers.............34
Comparing paper with the data, make sure you write it down.
Your Answers
Also, understand that there is likely going to be more
data that you’re going to need to gather as you go
› Now it’s time to walk through sample answers to along. Because the interviewer is specifically asking
each of the questions posed in “The Practice Range.” for the price of the product, you’re going to need
AT A GLANCE
CHAPTER 1
Although we believe that our recommended answers to perform a pricing analysis, based on the benefit
are good, we know that there are many equally good created by the product and an estimate of how much
and even better answers out there. Remember, the des- of the benefit the company can capture.
tination is often less important to your interviewer than
the road you take to get there. A quick note on the lay- Bad Answer
out: Each question is followed by bad answers (which Candidate: The market is $2 billion, which seems
are admittedly a bit far-fetched in some cases) and a pretty big to me. However, it’s a camera company we’re
good answer. The questions and dialogue between the talking about, and they probably don’t have a lot of
hypothetical recruiter and candidate appear in normal experience in this area, so maybe they should consider
type; the WetFeet analysis and commentary appear in selling the product to someone with more experience.
THE INTERVIEW
UNPLUGGED
italics.
CHAPTER 2
>> It’s always dangerous to jump to conclusions so

Case 1 quickly. The interviewer has given the candidate a
A camera company has stumbled on a compound lot of information, and obviously expects him to do
that helps extend the life of cut roses. It wants to more with it than multiply the number of roses by
know if it should introduce the product and how the average cost of the rose. And though it might be
to price it. The firm has collected the following data a good idea to talk about execution, leave this to the
and wants your assistance in analyzing the data and end of the discussion.
making a recommendation:
THE PRACTICE RANGE
Interviewer: Interesting thoughts, but I’d like to focus

• One billion roses are purchased each year in the on the viability of the product and its price. Does the
U.S. data shed any insight into whether the client should
CHAPTER 3
• The average rose costs $2 commercialize it?

• There are 50 million unique buyers of roses
• The chemical extends the life of cut roses by one >> The candidate is getting one more chance.
week
• There are five other products on the market that Candidate: Okay. There are five competitors out there,
extend the life of cut roses from two to five days which is a lot, and our product is only marginally better
• Five grams per rose of the new chemical must be than theirs, so it’s going to be pretty tough to get share
present in order to be effective without really lowering the price, so I don’t think that
NAILING THE CASE
• It costs $0.02 per gram to manufacture the new it’s going to be profitable.
chemical, including fixed and variable costs
>> Snap judgments are never a good idea. Real clients
CHAPTER 4
>> Pricing cases are very common. It is also common for pay consultants a lot of money to be thoughtful. This
the interviewer to give you a lot of information up interview is over.
front. If the interviewer doesn’t give you a sheet of
34 W E T F E E T I N S ID ER GUID E
Good Answer
Candidate: The question is about how the company
> TIP
should set the price of the product for its introduction, Don’t be afraid to modify a standard frame-
work to suit your purposes in a particular
correct? case. You’re not being tested on your ability
to choose correct frameworks.
AT A GLANCE
CHAPTER 1
Interviewer: Yes.
Interviewer: The cut roses market has been growing at
>> Good start: asking WHAT’s the question. Some case about five percent per year and is expected to continue
problems are straightforward, but sometimes the to do so.
issue is buried in the description of the problem. If
you verify the question up front, then you are on Candidate: Okay, so we have a pretty large market
track from the start. with solid—if not spectacular—growth. Seems too
big to ignore. So I’ll move onto the profitability of the
Candidate: Before we get to pricing, I want to talk product.
about market sizing: Is the market big enough to be
THE INTERVIEW
>> Unless you are being asked to determine a strategy
UNPLUGGED
attractive? If the market is attractive, then I’ll talk about
CHAPTER 2
pricing and, since you gave me cost information, we for market exit, the market sizes in case interview
can talk about profitability. If the product is viable, questions will almost always be big enough.
then we’ll investigate what the competition looks like Otherwise, the case ends here and the interviewer
and whether or not the company has the capabilities will not get any real insight into the candidate’s
to execute. analytical skills.
>> A nicely structured overview, with the candidate Candidate: The way I’m going to approach the pricing
checking to make sure that EVERYTHING’s there. of the product is to assess how much value our product
THE PRACTICE RANGE

Note that there is a decision tree here: If the market creates for customers, and then use the data you gave
is big enough and the product is profitable, then the me about value capture to determine the price. The
candidate will discuss the competitive environment benefit that the product creates for customers is that it
CHAPTER 3
and implementation. extends the life of cut roses by a week. To quantify the
benefit, though, I need to know the percentage increase
Interviewer: Sounds good to me. in life: What is the average life of cut roses without any
chemical supplement?
>> The candidate takes a moment to THINK, then
starts on the FRAMEWORK, a modification of >> The candidate is thinking out loud and
the 4Ps. It’s fine to modify frameworks, by the way. EXPLAINING exactly where he’s going. This gives
Interviewers want you to answer questions logically, the interviewer a chance to see the candidate’s logic NAILING THE CASE
not through a rigid textbook checklist. and redirect if necessary.

CHAPTER 4
Candidate: First, the market size. The annual market Interviewer: About a week.
size is $2 billion, which is certainly not small. Do we
have any idea about growth rates? Candidate: Okay, so we’re essentially doubling the life
of the roses. I’m going to assume, therefore, that we’re

doubling the value of the roses to the customer, though >> The candidate is suggesting a means to gauge price
this may be overstating things because the perceived range for the product by conducting a specific
value to the customer may decrease over time. Now I analysis. This will resonate strongly with the
need to get a sense of the current value of the roses to interviewer.
the customer to quantify the change. From the data you
AT A GLANCE
CHAPTER 1
gave me, there are 50 million buyers of roses buying Interviewer: Products that have been priced in the
one billion roses, or 20 roses per buyer. Each buyer is manner you are suggesting—“value pricing”—have
spending $40 on roses per year, which I can equate to captured anywhere from 25 percent to 75 percent of
be the perceived value. If the chemical is doubling their the value they create.
value, then the new perceived value of roses per buyer
per year will be $80. The value the product is creating is Candidate: Okay, let’s take the average and assume
$2 per rose. These numbers seem a little strange—how that our product will capture 50 percent of the value.
am I doing? So we price it at $0.25 per rose.
>> A little advice: It’s okay if the analysis that you’re Interviewer: And what does this imply about the
THE INTERVIEW
UNPLUGGED
doing seems a little awkward to you and the profitability of the product?
CHAPTER 2
numbers a little out of whack. The interviewer is

testing your ability to manipulate a data set. But if Candidate: Well, it costs $0.02 per gram to make the
you feel uncomfortable, EVALUATE your work and chemical, or $0.10 to create enough chemical to sustain
check in with the interviewer, like the candidate has one rose. This means that our margin would be about
done here. $0.15 per rose.
Interviewer: I think your assumption that we’re going Interviewer: Are there other costs that we need to
to double the value of the roses is a little off. The client consider?
THE PRACTICE RANGE
has done some research and found out that by doubling

the life of the rose it only creates about $0.50 of value >> This is certainly a leading question—the answer is
per rose. Most of the perceived value to the customer is going to be a categorical “yes.”
CHAPTER 3
wrapped up in buying the roses and enjoying them for

the first couple of days. Candidate: Ah, you gave me manufacturing costs.
There are probably distribution costs, packaging, sales,
>> Remember, this is a two-way street. The interviewer and indirect costs that are going to be associated with
is there to help you and will appreciate your sanity the product. Do we have an estimate on what those
in checking your own analysis. might be?
Candidate: That feels a little better to me. So the Interviewer: All other costs are another $0.02 per gram.
NAILING THE CASE
product could theoretically be priced at $0.50, assuming

that the client is able to capture all of the value created Candidate: So now we’re up to costs of $0.20 per five
CHAPTER 4
by the product. But this is probably unlikely. Are there grams. This makes our margin $0.05 per 5 grams, or
other examples of recently introduced products that 20 percent. The profitability seems viable, so now we
could be used as benchmarks? need to consider the competitive environment. You
mentioned five other competitors. Can you tell me
anything more about the individual competitors or the Candidate: Well, one idea might be to sell the product
nature of the competition? to an existing player. Another might be to go after
different customers—for example, sell it to flower store
>> The candidate has wrapped up the profitability owners. And a third idea might be to invest in research
analysis and made the logical jump to talking about to see if the product has any other uses.
AT A GLANCE
CHAPTER 1
the competitive environment, consistent with the
initial framework. At this point, he is probably a >> The candidate has passed the creativity test nicely,
little tired from the profitability analysis, so it’s a and with specific ideas. He wraps up the case by
good time to ask an open-ended question. TAKING ACTION.
Interviewer: Competition is fierce. The largest Interviewer: Good thinking. I think you did a fine job
competitor has well-established distribution agreements on the case.
and a strong brand. It has a history of engaging in price
wars. In fact, prices of similar products have fallen 30 > TIP
percent over the last year and several other companies
THE INTERVIEW
Keep your ears open to leading questions
UNPLUGGED
have exited the market. from the interviewer. It may provide an oppor-
CHAPTER 2
tunity to display some creativity.
Candidate: Well, this doesn’t sound too promising.
And, given that the client is a camera company and
may not have any experience with this type of product Case 2
or the market, maybe it’s not such a good idea to enter A small manufacturer and distributor of women’s
the market. Plus, it may distract management attention surf clothing is considering selling to high-end
from other, more core products. boutiques and has hired you to help out. What kinds
of issues would you think about to help it make the
THE PRACTICE RANGE

>> The new information about the competitive decision?
environment does indeed change the analysis. The
candidate has done a good job of incorporating it >> This case has elements of strategy, marketing, and
CHAPTER 3
quickly into his own thinking; it’s also always a distribution, making it a nifty choice for an
good idea to discuss the opportunity cost of a new interviewer looking to see how the candidate handles
product or service, as he’s done here by mentioning a range of business issues.
management focus.
Bad Answer
Interviewer: I agree. But at the same time you’ve Candidate: Selling surf clothes in high-end boutiques
concluded that it’s a potentially profitable product. Can seems like an absurd idea. I’ve never seen them in any
you think of ways the client could capture any of the boutiques I’ve been in. I’d tell the client not to do it. NAILING THE CASE
value or is it a lost cause?

>> What is the analysis based on?
>> Again, a leading question. The interviewer is testing
CHAPTER 4
the candidate’s creativity. Interviewer: Well, the client is fairly serious about it. The
average selling price is much higher in boutiques than it is
in surf shops, so it may represent an interesting opportunity.

>> The interviewer is giving the candidate a very clear time periods to work with, especially as a day of
hint, and is also providing her with some data that campus interviews wears on. Someone shows up in
she will want to factor into her analysis. In these the wrong place, the interviewer has to leave for a
cases, take the hint and reconsider. phone call that goes over time, lunch arrives late,
and the whole schedule is shot. Still, the interviewer
AT A GLANCE
CHAPTER 1
Candidate: Yeah, but I still don’t think that it’s a good wants to use the limited time to see if you have the
idea. I just don’t think that surf clothes and boutiques smarts and the logic to be invited back—and to
match. I bet if I talked with a bunch of my friends, reflect well upon the interviewer’s judgment if you
they’d all say the same things. are. Narrowing the question keeps you on track and
helps the interviewer make a better evaluation in a
>> The candidate has not taken the hint, and the shorter period of time.
interview is essentially over. It’s important to avoid
starting with a strong bias as you go into a case. Candidate: All right. First, I’d want to get some more
information, especially about the customers. Do people
who shop at surf shops also visit boutiques? Or is
THE INTERVIEW
> TIP
UNPLUGGED
the client trying to attract a new base of customers

CHAPTER 2
Don’t let a personal bias affect your analysis by selling through boutiques? In essence, what are
of a case. Approach all case questions seri-
the target markets for both the surf shops and the
ously and with an open mind.
boutiques and how do they overlap or differ? This
would answer questions about cannibalization of the
Interviewer: Oops! I forgot that I have a conference existing customer base.
call right now. Maybe we could reschedule.
>> The candidate checks to make sure that
>> Or maybe not. EVERYTHING’s there—and there is almost always
THE PRACTICE RANGE
more information to a case than what you are given

Good Answer initially. That’s because the interviewer is testing
Candidate: As I see it, this case covers both the your ability to perform informed reasoning rather
CHAPTER 3
marketing and distribution of the product, and both of than just talk off the top of your head.
those relate to the clothing company’s strategy as well.
Do you want me to address all three issues?
> TIP
>> And this candidate is off to a good start, checking on Remember: There is always more information
to a case than what you’re given initially.
WHAT the question really covers.
Interviewer: Well, we don’t have a lot of time here Interviewer: Okay, so you would want to know about
NAILING THE CASE
because the schedule got thrown off, so let’s concentrate who is buying the clothes. In the apparel industry, there
on the marketing issues. are really two sets of customers: the retailers and the
CHAPTER 4
consumers. What type of information would you want

>> And talk about a bonus for asking—a short version to know about the retailers?
of the question! Many interviewers have standard
questions, but they don’t always have standard
>> The interviewer is leading the candidate down a >> The interviewer is taking an active role in leading
specific path, so by all means she should follow it! the discussion, and even brings up another of the
The candidate takes a moment to THINK. The 4Ps.
interviewer offers a FRAMEWORK, too: think first
about the retailers, then about the customers. Is it Candidate: Well, the margins seem to be pretty good at
AT A GLANCE
CHAPTER 1
on the list above? No, but it’s certainly related to the the boutiques, assuming that costs to serve are relatively
4Ps, and it’s a good way to structure the analysis. similar for surf shops and boutiques. And our brand
Remember: being too rigid in your frameworks is and type of clothing seem to fit with their needs. The
almost as bad as using the wrong framework. It’s question will be avoiding channel conflict. There are
doubtful that you will ever be able to march all the a couple of ways to get around this. One is to simply
way through an interview by sticking to the same avoid geographical overlap by selling to boutiques in
framework. Use it as a crutch when you get into one geography and surf shops in another. Another is to
trouble, but rely primarily on the interviewer—not create a new line of clothing that is branded separately
the framework—to guide you. from the clothing the client sells to surf shops.
THE INTERVIEW
UNPLUGGED
Interviewer: Good. What else would you want to
> TIP
CHAPTER 2
know?
The interviewer should be your primary guide
for working through a case question. Use the
interviewer as a resource. >> The interviewer is clearly satisfied with this line of
analysis and is ready to move on. The candidate does
just that, EXPLAINING her logic.
Candidate: Ah, good question, I need to consider the
channel when I think about the market. First off, I’d Candidate: I would want to know about the
want to know something about the size of the boutique competition. What types of surf clothing exist in
THE PRACTICE RANGE

market: Is it big enough to sustain a new product boutiques now? This would help the client assess
introduction? Also, what are the economics of serving wallet share at the boutiques and assist in profitability
the boutique market? And, perhaps most importantly, analysis. Also, what type of competition exists in surf
CHAPTER 3
would they be interested in buying our product? Is surf shops? And what is the nature of that competition: is it
wear “in”? based on price, fashion, fit, quality, or other factors? If
the client is successful in moving into boutiques, who
Interviewer: All good questions. It turns out that is going to follow? Can the client establish any barriers
the average selling price of clothing at boutiques is to entry?
significantly higher than at surf shops—this shouldn’t
surprise anyone. Also, beachwear in general is “in” right Interviewer: What type of barriers to entry are you
now, and the client has a fresh, youthful brand. What thinking about? NAILING THE CASE
concerns the boutiques, though, is price competition

from other retailers: They do not want to see a piece >> Be careful which buzzwords you use because
CHAPTER 4
of clothing that they sell at their store for sale at a surf interviewers will pounce on them to see if you know
shop for two-thirds the price. How does this impact the what you’re talking about or if you’re blindly trying
decision? to impress them.

Candidate: I was thinking about things such as a >> The candidate TAKES ACTION by suggesting
strong sales force, exclusive agreements, and production some next steps for the client. Don’t just analyze the
scale. problem, come up with a concrete recommendation,
either for the client to take now, or for the consulting
>> Hopefully the candidate was actually thinking firm to sell more services. They did tell you that part
AT A GLANCE
CHAPTER 1
about these things…. of the job is marketing, didn’t they?
Interviewer: You mentioned the nature of the Interviewer: Good analysis. We have about four
competition. How would you test whether or not the minutes left, so what questions do you have for me?
competitive environment within this new channel
would be the same as the traditional surf shop channel? Case 3
The Director of Purchasing for the aircraft
Candidate: There may be examples of other channel maintenance division of a major airline has asked for
expansions within the apparel industry that I could your help. His supplier base has grown to more than
take a look at, but my operating assumption would
THE INTERVIEW
500 vendors, who supply approximately 100,000

UNPLUGGED
be that because the same set of competitors would be different aircraft parts to the airline. He has realized
CHAPTER 2
involved, the nature of the competition would be the that his supplier strategy is suboptimal, from both a
same. cost and efficiency standpoint. How would you help
him devise a supplier strategy?
Interviewer: Good. I want to touch upon how the
company’s operations would change to serve this new >> This is a supply chain case that digs deep into how
channel. What type of new capabilities do you think a company should optimize its inventory strategy.
they would need to add? It is meant to assess the candidate’s business logic in
a complex environment with a large supplier base,
THE PRACTICE RANGE
>> The interviewer, again, is taking an active role in providing parts that range from the very simple to
structuring the interview, and it’s the candidate’s the very complex.
role to take the lead.
CHAPTER 3
Bad Answer
Candidate: Well, I mentioned the sales force earlier. Candidate: Handling such tremendous volume of
Because the buyers are likely different, the client would parts and suppliers can only be managed through
probably have to develop a new sales force targeted at technology. I don’t mean this as a cop-out, but it’s true.
this new channel. These sales representatives would I am sure the client has some technology in place, but
need to have a broader understanding of fashion they likely need to bring in an IT consulting firm to
trends and not just specialize in surf apparel trends. analyze and install systems to create the best overall
In addition, design and manufacturing processes may solution. Basically, the client should try to weed out a
NAILING THE CASE
need to change—perhaps the boutiques require a large portion of the suppliers. If the client gives more
different type of merchandise with more emphasis on business to a smaller number of suppliers, they will
CHAPTER 4
fashion than on function. And, the client would need charge the client less. So it’s also about scale economics.
to assess capacity requirements: Can existing capacity Scale economics and technology. That really would
be used, or do new plants need to be built? help the client out significantly.
>> Careful of the technology trap. Technology is not >> Remember how we said that frameworks are
a panacea. Aside from that, the candidate has structures, and that you should deviate from them
missed the objectives behind case interviews. The when necessary? Well, here’s an example of just
interviewer wants to see a structured thought process. that, using our very own WETFEET case-cracking
Sure, technology often plays a role in supply chain framework. The question has enough information
AT A GLANCE
CHAPTER 1
management, but this is not a technology question. to get started, so the candidate doesn’t need to ask
The candidate needs to lay down a structure and if EVERYTHING is there. Instead, he needs to
then proceed with an analysis that illustrates figure out how the client should organize that data
strong business logic and demonstrates the way at hand. And in this question, data management
the candidate thinks. Scale economics is partly on is critical. The candidate shows his understanding
the right track, but it would be more useful if the of this by suggesting the database. He then moves
candidate elaborated with an example. Plus, scale into his approach by discussing segmentation, both
economics may not be relevant depending on types of of parts and suppliers—his FRAMEWORK, and
parts and suppliers being considered. one that is a pervasive technique in consulting for
analyzing vast amounts of data. The candidate
THE INTERVIEW
Good Answer
UNPLUGGED
confidently settles on three “buckets” to work
CHAPTER 2
Candidate: I’ll say this client needs a supplier strategy! from and presents a logical rationale behind this
What an interesting question. segmentation. Overall, he is off to a good start by
presenting a solid foundation from which to begin
>> The client verifies WHAT the question is while considering supplier strategies.
starting off the conversation.
Interviewer: That seems like a good way to handle the
Interviewer: I’m glad you think so. mass of information. What would you do next?
THE PRACTICE RANGE

>> The candidate takes a moment to THINK. Candidate: Once suppliers are segmented, I would
establish decision criteria around what is important
Candidate: The first thing I would do is make sure I to the client in each of the three buckets. For highly
CHAPTER 3
have all the necessary data consolidated in a database critical items, logical criteria would be quality and
from which I can efficiently run spend analyses. reliability—cost would be secondary. Strong supplier
From that I would segment the vast supplier base support and priority service would also be important,
into manageable buckets from which to establish so if an aircraft is grounded due to maintenance,
different purchasing strategies. An airplane is mixed they could be relied on to get it flying again as soon
with parts of different levels of criticality. The first as possible. For commodity items, cost is a major
bucket could consist of highly critical items linked to concern. By definition, these items are straightforward
safety, such as navigation equipment, flight controls, to manufacture and can be bought from many different NAILING THE CASE
and engine components. The second bucket could suppliers. The third bucket is trickier. The items are not
cover low-tech, commodity items such as basic nuts- safety critical, but will influence customers’ desire to fly
CHAPTER 4
and-bolts hardware, paint, wire, etc. The last bucket the airline over competitors, thus impacting revenue.
could contain items not critical to safety, but highly Cost is a key criteria item, while ensuring innovative
important to customer satisfaction, such as interior design which appeals to the customer.
fabrics, seats, and in-flight entertainment systems.

>> Excellent. The candidate has come up with a way of total cost is spent on fuselage rivets, versus 1 percent
to gather information and manage it through on three-inch washers. I would thus scrutinize the
segmentation. He now has established decision suppliers of fuselage rivets and not washers. Then let’s
criteria to make an action recommendation. He has say that I see that 80 percent of the total spent on
thus EXPLAINED a very structured approach that fuselage rivets goes to one supplier, whereas 20 percent
AT A GLANCE
CHAPTER 1
is logically sequenced. He has also linked supply- goes to a remaining 24 suppliers of rivets. I may then
based decisions to the impact on revenue, namely focus any negotiating effort for a price reduction on the
grounded planes and customer choice. primary supplier and not all suppliers. An alternative
strategy would be to tell all 25 suppliers that I am going
Interviewer: That makes sense. Now what would you do? to consolidate down to one primary and one secondary
supplier of rivets. This would create a competitive bid
Candidate: In each bucket I would next analyze the situation, which will likely yield better pricing for our
spend profile. Specifically, I would see how total costs client. There would be great incentive for the suppliers
are distributed across different parts and suppliers to to drop prices as they could not only win a large piece of
understand what is driving the majority of my costs. our business, but also lower their manufacturing costs
THE INTERVIEW
UNPLUGGED
This would allow me to focus my effort efficiently by increasing capacity utilization and spreading out
CHAPTER 2
and not chase down cost reductions or quality fixed costs. I should note that the actual analysis would
enhancements for every part and every supplier, but likely be more complex due to suppliers spanning
rather just the primary ones. several different commodity types. Such a strategy may
not work in other buckets if suppliers are differentiated,
there are few suppliers, or switching costs are high for
> TIP
our client.
The Pareto Principle is the business observa-
tion that 80 percent of the value can be found
>> Always be prepared to elaborate with an example
THE PRACTICE RANGE
in 20 percent of the factors.

and to illustrate with numbers. You might not know
the names of the parts, but you should know enough
>> These kinds of cases are very much about sifting about airplanes to make guesses as to what those
CHAPTER 3
through lots of data to pinpoint where the leverage names might be. This candidate is using numbers
is. His technique is correct. He is suggesting further to help describe his logic, and interviewers love
segmentation within each parts category to identify it. It demonstrates further analytical horsepower.
the leverage. It is called the Pareto Principle—or The candidate clearly illustrates the concept of the
more commonly, the 80/20 rule—and it refers to the 80/20 rule here. He also shows an understanding
common business observation that 80 percent of the of potential negotiating tactics available, given
value can be found in 20 percent of the factors. In the example. In doing this he demonstrates a win-
this case, it regards suppliers and parts. win approach by suggesting a supplier would have
NAILING THE CASE
the incentive to lower prices, win more volume,

Interviewer: That seems logical. Could you provide an and therefore benefit by covering more of its fixed
CHAPTER 4
example? costs. Additionally, being unsure of whether time

is running out in the interview, he scores extra
Candidate: Sure. Let’s take the commodity bucket. points by suggesting added complexity requiring
Let’s say that of 1,000 parts, I notice that 50 percent consideration in a real-life situation. If the
interviewer wants more on that added complexity, >> A solution that TAKES ACTION! A discussion
he will ask for it and it won’t be a strike against the around supply chain is not complete without some
candidate. Finally, he clearly points to drivers of the mention of controlling the flow and timing of
buyer-supplier balance of power, recognizing that goods to the buyer. This candidate seems to have an
strategies will differ depending on that balance. additional grasp of some of the techniques out there.
AT A GLANCE
CHAPTER 1
If you are an experienced hire, you would be expected
to know the jargon; if you don’t have matching work
> TIP
experience, the interviewer won’t hold it against you
Always be prepared to elaborate with an
example and to illustrate with numbers.
as long as your logic is good. Complex supply chains
will undoubtedly rely on effective use of technology
to manage them. The candidate sees this, which will
Interviewer: You seem to have a good grasp of score him points. Finally, the candidate goes above
controlling supplier costs. You have laid out a good and beyond by speaking to the potential advantages
“buy for less” strategy for commodity suppliers. of leveraging airline consortiums and involving
What other strategies might you consider to improve suppliers as partners in design decisions—again a
THE INTERVIEW
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efficiency and cost across all buckets? win-win perspective.
CHAPTER 2
>> The interviewer EVALUATES the question and Interviewer: Good job.
seems content with the one strategy example for
a specific bucket. He now wants to push the Case 4
candidate’s thinking further on general supplier Your client is an Internet retailer that has been
optimization strategies that span all buckets. plagued with service problems in fulfillment and
delivery. This is leading to increased customer
Candidate: Inventory management is a critical factor complaints and slow revenue growth. How
THE PRACTICE RANGE

across all buckets. If our client is out of stock of parts would you go about assessing the problem and
when it needs them, it could result in costly grounded recommending a fix?
planes. Additionally, having too much inventory on
CHAPTER 3
hand results in high carrying costs. I would work Bad Answer
closely with primary suppliers to ensure that the latest Candidate: There are fulfillment companies that
inventory management techniques, such as just-in- handle this. Just send out an RFP and evaluate the bids.
time and vendor-managed inventory, are in place. I don’t see what the big issue is.
Technological tools can also be leveraged to improve
coordination with suppliers, demand forecasting >> One of the goals of case questions is to see how you
accuracy, logistical flows, and transactional efficiency. approach problems, not to see how you solve them.
Also, if our client is part of an airline consortium, That should give you comfort when you get a crazy NAILING THE CASE
it would be valuable to leverage their overall buyer brainteaser or a question about an industry that
power and share best practices regarding supplier you know nothing about. But there’s a flip side:
CHAPTER 4
management. Lastly, I would involve suppliers in when you get what seems to be an easy question,
future solution design decisions to drive toward you still need to take a methodical approach so that
more standardization, simplified specifications, and the interviewer can see your thought process. And,
rationalized requirements. the question may have nuances that you don’t yet

know about—and that this candidate will never out in a crowded market, but that market sure
get to see. is packed! Furthermore, the problem requires an
internal solution. The candidate takes a moment
Good Answer to THINK, and then realizes that he needs more
Candidate: So the assignment is to help the client information.
AT A GLANCE
CHAPTER 1
identify the problem, then come up with a solution

based on that, yes? Candidate: Very interesting. I’d guess that after the
pies are made, they are cooled and packaged in some
>> The candidate checks to make sure he knows WHAT protective packaging, like Styrofoam, probably with ice
the question is. packs to help maintain temperature, and then they are
put in larger boxes and sent off, right?
Interviewer: Right.
Interviewer: Yes.
Candidate: All right, then. Can you tell me something
about this company? Who are its customers, and what Candidate: Does the client know where in the process
THE INTERVIEW
UNPLUGGED
kinds of products are they buying? That way, I can get a the problem is?
CHAPTER 2
sense of the complexity of the shipment process, in case

that’s an issue, as well as of how easy it would be for the Interviewer: Not yet.
customers to go elsewhere.
>> No more hints. The interviewer expects the candi-
>> The candidate knows that EVERYTHING is not date to work on this problem some more. It’s time
there, so he asks for more information to help for a FRAMEWORK. Instead of a textbook-worthy
him answer the question and understand the one, he thinks about the steps in the process.
interviewer’s expectations. He shows his thought
THE PRACTICE RANGE
process, so that the interviewer knows that he’s not Candidate: Okay. As I see it, there are a few steps here
just killing time, he has a reason for wanting the where something could go wrong. First, the customer
information. places the order online, and it’s sent off to the pie
CHAPTER 3
company. Next, the pie company bakes the pie. Then,

Interviewer: The client’s product is food. It makes someone packs the pie. A shipper like UPS comes in
what are said to be the best lemon meringue pies in and picks up the pie, and then the shipper gets it to the
the country, and it’s been featured in all the big lifestyle customer’s door. That’s four steps. But first, I need to
magazines and on food television shows. Supposedly, back up a little to know what the customers’ complaints
Oprah sent their pies as a corporate holiday present last are. Do you have that information?
year. The company has been expanding its product line
and adding new types of gift packaging but, obviously, Interviewer: Yes. Approximately 20 percent of
NAILING THE CASE
people can buy pies anywhere or make their own. customers are getting the wrong pies.
Furthermore, the owner is the wife of the town’s mayor,
CHAPTER 4
so outsourcing is not an option. Candidate: All right. Assuming that no one is willfully
ignoring the orders, I see two places where a problem
>> Oh, this is a wealth of information: a perishable could occur. The first would be the online ordering
product with distinctive features that help it stand system. Is it relaying the orders accurately to the
kitchen? The second would be during the packing marker for the pie flavors that is incorporated into the
process. Is the staff keeping the pies and the labels pie. I’m thinking of something along the lines of the
together when they put them into the boxes? I’d different shapes and swirls used for chocolates. Maybe
focus my initial analysis on those two areas. I’d start it could be as simple as a little piece of dough, shaped
by testing the website, to make sure that it is easy to to reflect the filling, like a lemon shape for the lemon
AT A GLANCE
CHAPTER 1
use. It’s entirely possible that customers are ordering meringue pie. This would be relatively simple to develop
the wrong pies by mistake. Then I’d want to check to and test, but it would make a dramatic improvement in
see if the orders are being transmitted correctly to the packing accuracy and customer satisfaction.
kitchen, to make sure that there’s not a problem in the
website’s database that’s scrambling the orders. >> And our candidate TAKES ACTION. Let’s give
him a slice à la mode for all of his hard work, shall
>> The candidate EXPLAINS his thinking so that the we? Would a real consultant get a small business
interviewer can see that he approaches the case with case? Probably not, although some firms may take
care. He isn’t charging in with a recommendation them on through small-business incubator programs
until he has all of the facts. or as favors to much larger clients. But again, it’s
THE INTERVIEW
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all about the thought process, not the details of the
CHAPTER 2
Interviewer: Well, it so happens that the client has question.
tested that already, and the website is working fine.
Case 5
Candidate: So my next step would be to look at Your brother-in-law owns a regional chain of exotic
whether there’s a problem with the packing system. pet supply stores. He has a website that his son,
That would certainly explain why the orders are going who is in high school, put together. He thinks there
out incorrectly, and it would be a problem that we is enormous potential for the site, because many
could solve for the client. people find it and call to place orders. However,
THE PRACTICE RANGE

order volume through the site is quite small. How
>> The candidate EVALUATES his work so far, and can he improve his Internet business?
he’s hoping for a hint that he is on the right track.
CHAPTER 3
Bad Answer
Interviewer: Exactly. Candidate: Wait, what decade are we in? No one
should be having these problems now. I think I’d start
Candidate: Is it easy for the packers to tell which pies by telling my sister to dump this ferret-loving weirdo.
are which? Would all meringue pies look the same to
them? >> Yes, yes, the client should be able to figure this
out, but not everyone is as savvy as you are,
Interviewer: The pans have labels attached to them, dear candidate. That’s why consultants exist. And NAILING THE CASE
but the labels often come off or are obliterated during sometimes, consultants do favors for relatives who
baking. need help. And sometimes, interviewers ask cases
CHAPTER 4
about really basic problems to see if you are

Candidate: Based on this information, I believe the logical—and if you can come up with an elegant
problem is that the packers often don’t know which solution.
pie is which. I suggest that the bakery come up with a

Good Answer Interviewer: The site carries 500 SKUs, and the retail
Candidate: So my brother-in-law needs to beef up his stores—which are very profitable—have about 3,000.
Internet business, does he? I imagine it’s a great strategy, The site includes brand information on all items, but
reaching people who have exotic pets and who find it does not have any logos on the site. The shop gets
it hard to get supplies. There must be a need because some co-op money from the manufacturers for its local
AT A GLANCE
CHAPTER 1
people are taking the time to call him up rather than print ads and for posters and displays inside the stores,
use the website. That probably means that people are but gets nothing from them for the website. Also, your
trying to order on the Web and then giving up. So how nephew is obsessed with search engine optimization,
do we get them to use the site? so the site is highly ranked when people use relevant
search terms.
>> The candidate shows that she understands WHAT
the question is. This isn’t about strategy; it’s about >> The candidate takes a moment to THINK.
how to make the strategy work.
Candidate: I’d like to look at this from an internal and
Interviewer: Exactly. Right now, he’s getting about external perspective. That way, we can determine what
THE INTERVIEW
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three phone calls and two online orders each week. my brother-in-law’s issues are, and what the customers
CHAPTER 2
want, in order to come up with a solution.

Candidate: Wow, that can’t be covering his investment,
can it?
> TIP
Interviewer: His investment is relatively low. He pays Search Engine Optimization: A strategy of
for the domain name and the hosting, which combined seeding a website with keywords and specific
layout techniques that make it rank higher
are only about $50 per year, and his son designed and
when searched by a search engine. Sites that
maintains the site in exchange for his cell phone service.
THE PRACTICE RANGE
rank first or second in a search have typically

been search-engine optimized.
Candidate: All right. May I ask a few more questions?
CHAPTER 3
>> She’s checking to make sure EVERYTHING is there. >> Yes, it’s a FRAMEWORK! A nice, simple one, too.
Simple is okay. And even with a problem that seems
to have an obvious solution, like this one, you need
> TIP
to go through the process to show the interviewer
SKU: Stock-keeping units. Unique numbers
assigned to each specific product carried in a
what you are thinking. Of course, if the interviewer
store. nudges you along, follow the interviewer’s lead.
Interviewer: That sounds fine. So what do you think?

NAILING THE CASE
Interviewer: Sure.
Candidate: I’ll start on the internal side. This retailer
CHAPTER 4
Candidate: Thanks. Do you have information on the has a good business, but is not doing well with its
number of SKUs on the site? Does the site carry any brand website. I haven’t seen the site, but I’m assuming that
names? Does my dear nephew use any search engine the design is not as professional as it could be, nor
optimization techniques? And are the retail stores doing well? does it show off the depth of the product line. I’m also
wondering if the low number of inquiries from the >> And now our candidate knows something else: This
site mean that current customers don’t know about it. case isn’t about simply recommending an investment
However, the search engine optimization of the site in professional website design, because if the site
is working very well, and that alone might be worth improves, then so does the order volume, possibly
the cell phone bill. On the external side, we have beyond the ability of the company to handle it using
AT A GLANCE
CHAPTER 1
people who want to buy the products, but they want their current systems. Case interviewers sometimes
a site that’s easy to use and where they trust that the hold on to data to see how you do. In a strange way,
information will be secure. They also want to receive getting information and a new part to the question
their items in a timely fashion. Tell me, how are orders is a reward for good work on the case so far.
fulfilled now?
Candidate: Well, that changes the case a little. I want
>> The candidate EXPLAINS her case, and she realizes that to start with my answer to the first question, because
there is another piece of information that she is missing. it’s relevant to this part. My brother-in-law should keep
his son on for search engine optimization, because
Interviewer: The shop owner has been researching this he’s great at that, but the company needs to invest
THE INTERVIEW
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because he expected to see a lot of orders coming from in a professional website with enhanced e-commerce
CHAPTER 2
the site. For now, though, the clerks at the store closest capabilities. It can start with only a few SKUs and add
to headquarters simply pick items off of the shelf and more as its business expands. Fortunately, the firm is
package them for shipment. I have some data on the profitable, so it can do this. But improving the website
alternatives: should lead to expanded volume, and the current
shipping system will be rapidly outgrown. If the firm
starts getting more than about two dozen orders a
Employee: The current system. Labor costs average
$12/hour, and an employee can handle about six day, it will be too much for the current system, if only
packages per hour for a handling cost of $2 per because order fulfillment might start getting in the way
THE PRACTICE RANGE

package. Uses current corporate inventory; shipping of serving regular customers on the shop floor.
company picks up packages daily.
TownShip: A local pack-and-mail center has >> She EVALUATES her progress and stays on track,
CHAPTER 3
approached your brother-in-law with a joint venture even with the new information. She manages to tie
proposition. He’s noticed that a few businesses in the
both pieces of the case together.
area are doing more direct sales, and the exotic pet
shop has the greatest potential. His proposal calls for
a 50-50 split on space near the pet shop’s largest store Interviewer: Interesting. So, what to do?
(which is also its headquarters) and on the shelving
and equipment. Then, each retailer would bring in
inventory to be shipped. He anticipates that the cost Candidate: Well, I’d want to know more about the
of handling each package would be about $1.50 per business opportunity. First, the pet shop owner
package and anticipates being able to ship 200,000 needs to determine if he has the capacity to handle a
packages per year.
NAILING THE CASE
side business. If so, then he needs to determine if the

Brown Shippers: Sets up secure space in its pack-and-mail store owner is someone he trusts to
CHAPTER 4
warehouse for the pet shop’s inventory, which the shop be in business with. And then, the two of them need
provides. Brown Shippers then fills the orders and to sit down and draw up a business plan. I suspect
ships them through its own network. This costs $1.50
per package, plus the inventory investment. it’s feasible, if the space is available and depending
on the amount of capital investment needed. And

you know what? I’d throw in the nephew—he can summed everything up in a way that helps the
provide his search engine optimization skills to the brother-in-law TAKE ACTION.
other retailers as a marketing advantage. Of course,
he might want more in compensation than just his Case 6
cell phone! Your client is the vice president of global sourcing
AT A GLANCE
CHAPTER 1
for a U.S. footwear company. The company once

>> A decent answer. If the candidate had the time, she owned seven manufacturing plants in the U.S. but
could draw up a sample income statement to show now only owns a single plant. The client has brought
the key issues that needed to be addressed. you in to determine whether to close the final plant.
What types of questions would you ask in order to
Interviewer: Yes, the son could be an issue. Relatives assist the client in making the right decision?
have to be taken into consideration in family business
problems. >> This is a relatively straightforward operations case
that discusses the timely business subjects of offshore
>> Score one for the candidate! manufacturing and outsourcing. Most interviewers
THE INTERVIEW
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will expect the candidate to be reasonably well

CHAPTER 2
Candidate: The Brown Shippers option looks versed in the basic tradeoffs between domestic versus
interesting, but the upfront inventory investment could international sourcing and manufacturing.
be daunting. One advantage of having a local shipper is
that if a Web customer orders something that’s out of Bad Answer
the direct-sales inventory, someone could always run it Candidate: I am getting sick of companies moving
over from the store. offshore and taking away jobs from American workers.
It’s companies like these that are responsible for the loss
Interviewer: You have about a minute left. Do you in manufacturing jobs.
THE PRACTICE RANGE
want to wrap this up?

>> It’s stating the obvious, but we’ll do it anyway: Make
Candidate: Out of time already? Okay. The pet shop sure not to make your political views blatantly
CHAPTER 3
has a unique business and seems to be meeting a evident in your interviews. It can do nothing but
market need. It needs to upgrade its website, though, harm your chances of getting hired. Keep your
and should hire professional help for that. Once emotional opinions about critical issues in check
that happens, orders should begin to outstrip the and focus on the task at hand: tackling a case
firm’s capacity to handle them, so it needs to find an interview in a logical and structured manner. Your
alternative. The manager should concentrate on the interviewer will be looking equally at the manner in
inventory and facilities investment and handling speed, which you address the case and at the methodology
not on per-package handling costs, as most of those you use to crack it.
NAILING THE CASE
costs are passed on to customers anyway—and direct-

sales customers expect to pay them. Good Answer
CHAPTER 4
Candidate: A plant-closing decision raises a lot of

>> Whew! The solution is still a little loose—there concerns, so this is an interesting question. Let me
are many more issues to investigate here—but in first ask a little more about the company: What types
the short space of an interview the candidate has of shoes does it make? What customer segment, or
segments, does it target? What are its price points? And >> Though the candidate may (and in this case does)
what channels does it compete in? have very legitimate reasons for going down this
path, he has not explained up front how and
>> The candidate remarks on the question in a way why he is taking this slant and has therefore lost
that lets him check WHAT it is. He then asks the interviewer. Not a big deal, but he will need
AT A GLANCE
CHAPTER 1
questions to make sure that EVERYTHING is to quickly articulate the rationale for his line of
there. His questions point toward the use of a assumptions.
modified 3C FRAMEWORK, giving him the
relevant information he needs to get going. Candidate: The reason I’m asking is because the
client may need to employ a different service model
Interviewer: The client targets women exclusively and for the fashion market than for the work market. For
provides a wide product offering, from work shoes to example, it may require different lead times, different
dressier, fashion-based shoes. Its price points vary— manufacturing expertise, or different materials. And
from $50 all the way up to $400. And it owns its this may imply a different sourcing strategy.
own distribution channel, with small stores across the
THE INTERVIEW
>> Good recovery. A better tactic would have been to
UNPLUGGED
country. It does not have any international distribution.
CHAPTER 2
EXPLAIN this thought process before discussing the
Candidate: One or two more questions before I start purchase drivers with the interviewer.
testing some hypotheses: You mentioned that seven
plants have been closed. What was the reason that the Interviewer: I see. Tell me more about what you mean
plants closed, and where did the production move to? by lead times and why the different markets might
require varying lead times.
Interviewer: The plants were closed because the client
determined that costs were too high. Most of the Candidate: I’m defining lead times as the time it takes
THE PRACTICE RANGE

sourcing has since moved to Asia. the company to design a shoe until the time it is on the
shelf. Lead times may be different based on the product
>> The candidate takes a moment to THINK. segment precisely because of each shoe’s varying shelf
CHAPTER 3
life. Fashion-based products only have a short window
Candidate: The surprise is that it hasn’t moved all of its of time in which they are—for lack of a better word—
sourcing yet, but maybe there are reasons. So the client in fashion, while the work shoes are likely to be more
makes a wide range of shoes, some basic, some more fash- consistent year after year.
ionable, but still targeted toward the same consumer, who
appears to be a working woman. Digging a little deeper, Interviewer: And what does this mean for our client?
I’m going to assume that the key purchase drivers for
the target’s work shoes are comfort, price, and a baseline >> The interviewer is pressing the candidate to turn his NAILING THE CASE
level of fashion. That said, the target will splurge for her insight into implications for the client. Whenever
dressier, more fashion-based shoes. Is this correct? possible, try to do this before the interviewer
CHAPTER 4
explicitly asks for them.

Interviewer: It is, but why are you making these
assumptions? Candidate: For fashion products, the client needs to
get the product on the shelf expeditiously, and may

not be able to wait for the long lead times from Asia. product to market? And is its brand equity based on
Having a plant in the U.S. would allow the client to an avant-garde product line?
respond to market trends expediently and quickly stock
its stores with fashionable shoes. And, given that the >> The candidate now formally introduces another C:
consumer is willing to pay a little more for her dressier competitors. He also asks more about the company,
AT A GLANCE
CHAPTER 1
shoes, the tradeoff between a higher-priced shoe and and where its equity with consumers lies, as he
the higher cost structure from a domestic plant might EVALUATES his progress toward an answer.
be worth it. In fact, if the client were the only company
to have an American plant, perhaps this could be a Interviewer: Over the last couple of seasons, the
competitive advantage. client has introduced the “It” shoe for the women’s
fashion market; this has significantly driven up sales
>> The candidate outlines the client implications in this segment. Women have waited in lines that have
succinctly, with an extra point about competitive stretched over city blocks in order to buy the shoes,
advantage thrown in at the end. Some interviewers which have retailed for $400, up from $250 in the years
may not react kindly to this bonus information before.
THE INTERVIEW
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because the competitive set has been mentioned;

CHAPTER 2
others may be impressed by the candidate’s ability >> This interviewer must have recently sold a big
to push the analysis to the next level. Sadly, you project, because this is a real giveaway.
just never know. One of the realities of the job
hunt is that you can never psych out all the factors, Candidate: Well, in that case, it wouldn’t seem to
as interviewers make judgments that may have make a lot of sense to lose the brand equity, the
nothing to do with you and everything to do with price premium, and the sales for a 20 percent cost
their mood that day. differential.
THE PRACTICE RANGE
Interviewer: You’ve nailed one of the key issues. The Interviewer: How would you calculate the break-even
client has kept the last plant in order to service the point?
needs of its more fashion-conscious consumer, who
CHAPTER 3
demands a product that is “trend-right.” All of the >> The interviewer, realizing he was being too nice,
work-shoe products have been moved overseas. Now now throws the candidate one last zinger.
let’s see if we can quantify the tradeoff you talked
about and make a recommendation. The client has Candidate: I would determine the average profitability
recently put together some analysis saying that it can under the two scenarios. The base case would involve
make the same fashion shoes in Asia for 20 percent producing the shoes in the U.S., with the higher cost
less, but that this will add six weeks to the lead time. structure. The other case would be producing the
How would you analyze these results? shoes in Asia but losing six weeks. I would assume that
NAILING THE CASE
both the price point and the total sales would be lower
Candidate: So we’re trading off a 20 percent reduction under the second scenario, because the client is giving
CHAPTER 4
in costs versus six weeks of lead time. The answer will up its positioning as the maker of the “It” shoe. Then
lie in how important those six weeks are. This brings you would need to determine whether the lower cost
us into the competitive nature of the market. Is the structure would make up for it.
client now leading the market in getting its fashion
Interviewer: So if I told you that the average margin on would also analyze competitors to make sure they are
the “It” shoe for the past two seasons was 25 percent, not trying to steal my customers during the transition
how far could the price fall before the lower cost period. I would also look at customers to ensure that
structure would make sense? they know what is going on and are not threatened by
the merger in any way. So basically, my approach would
AT A GLANCE
CHAPTER 1
>> Well, maybe one more zinger. use a three C’s framework.
Candidate: If the shoes have sold for $400, this >> Not a strong beginning. Unless the candidate
means that the cost was $300. Moving to Asia would is an experienced hire with specific expertise, a
mean production costs of $240. To make the same case question won’t require that the candidate
dollar profitability per shoe, the price could be $340. understand much more than classwork and current
Ultimately, then, the question is whether waiting those business events. Instead, the case will be designed
six weeks will cut into the price by $60 at retail. to see how the candidate thinks. This candidate
wavers from the start and begins to make excuses
>> A solution that TAKES ACTION. Interviewers love right out of the gate. She also displays a limited view
THE INTERVIEW
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real numbers! of what might motivate a merger other than to cut
CHAPTER 2
costs through economies of scale. A merger could
Case 7 be motivated by access to new customers, access to
A regional bank interested in expanding beyond a specific expertise, geographical coverage, etc. And
commercial banking services has merged with a never assume you know what kinds of cases you will
major asset management firm. They are struggling be on when you get the job. In a down economy,
with post-merger integration and have hired you to many of the cases done by operations and strategy
help them. What issues would you address? consulting firms alike are cost-focused in nature.
THE PRACTICE RANGE

>> This question is less investigative in nature, but seeks Good Answer
to evaluate whether the candidate understands what >> The candidate takes a moment to THINK. You can
challenges and critical areas a firm in a complex do this before answering, and yes, you can deviate
CHAPTER 3
post-merger integration may face. The candidate from our WETFEET framework, just as you can—
is charged with structuring and displaying a and should—deviate from any framework when it’s
comprehensive view of issues, as opposed to coming appropriate.
up with specific solutions.
Candidate: Post-merger integration is a tough
Bad Answer challenge for most companies. In class, our professor
Candidate: I’ll give it a shot, although I have absolutely brought in research showing that most mergers
no experience dealing with merger situations. Don’t are disappointments, so I would expect that these NAILING THE CASE
they usually bring in experts for something like this? I engagements come up too often. Let me first give you
guess what I would do is make sure we get rid of excess a sense of how I would structure my approach, and
CHAPTER 4
people. Mergers are done for economies of scale and then I will dive deeper into each issue. I would think
the only way to achieve that is to eliminate people. about this challenge using both an external and internal
Certainly not a motivating thing for a consultant—I perspective. Externally, I would consider the customer,
plan on focusing on growth strategy only. Anyway, I first and foremost. I would also manage the impression

by Wall Street regarding the merger. Internally, I would be, and so this sequence of points is exactly what the
break my focus into five categories: organizational, interviewer is seeking.
cultural, technological, operational, and strategic.
Interviewer: That’s great so far. Your earlier point about
>> The candidate shows the interviewer that she knows managing Wall Street is an important one, but let’s
AT A GLANCE
CHAPTER 1
WHAT the question is, and sets out a simple, move on to internal challenges. What issues would you
yet effective FRAMEWORK for considering the address around culture?
situation. She also lays out her planned areas of
focus within both internal and external perspectives. >> The interviewer is satisfied that the candidate
This is valuable on two levels. First, it demonstrates mentioned, and briefly touched upon, the external
thoughtful structure and gives the interviewer an issues and so redirects the candidate. Points are
opportunity to direct you down the most desirable scored and focus is achieved.
path.
Candidate: With any luck, the architects of the merger
Interviewer: Sounds good. What would you think of first? carefully evaluated the cultural mix before the merger
THE INTERVIEW
UNPLUGGED
was transacted. Unfortunately, this is often one of

CHAPTER 2
Candidate: I would think of the customer first. the least considered and analyzed factors in a pre-
Depending on how communication has been handled merger situation. I would take a path similar to how I
to date, customers may not feel comfortable with the approached my customers. Both formal and informal
uncertainty that typically accompanies a merger. Risk communication is critical, and expectations, hopes and
of customer attrition must therefore be managed. concerns must be heard and addressed. Additionally,
Let’s assume little has been done to date. I would first I would encourage all managers to informally meet
send announcements to my customers explaining the with employees to gauge potential issues, as well
benefits of the merger and expressing our appreciation as to communicate corporate strategy. This open
THE PRACTICE RANGE
for their business. Some benefits may be bundled communication will help to diagnose cultural issues
product offerings, access to a greater network of as they surface. They can then be prioritized and
investment research, and better investment and addressed accordingly.
CHAPTER 3
banking rates. I would also have all relationship

managers actively visiting and communicating with
our most profitable customers. Finally, I may consider > TIP
a brief survey to gauge customer concerns and All effective consulting cases are predicated
on gathering sufficient data first, even if the
preferences. answer seems clear.
>> Smart to pick the customer first. All service

businesses should start with the customer. She >> Without being overly presumptuous, the candidate
NAILING THE CASE
explains why there may be issues regarding EXPLAINS some knowledge of typical merger
customer satisfaction in the face of a merger, pitfalls and uses this knowledge to logically
CHAPTER 4
states an assumption, explains the business risk, prioritize her discussion points. Further, as she
and then proceeds to suggests several ideas to introduces culture into the discussion, she begins
addressing the problem. Remember, this is not an by suggesting the gathering of information, both
investigative case like a profitability problem would formally and informally. All effective consulting
cases are predicated on gathering sufficient data Interviewer: What about operational issues? Give me a
first, even if the answer seems clear. couple examples of what you would address operationally.
Interviewer: You mentioned technology. What would >> The interviewer seems satisfied with her briefly
need to be done around technology? addressing culture and technology, and now moves
AT A GLANCE
CHAPTER 1
the candidate on to operational issues.
>> The interviewer is not gauging the candidate’s
technical expertise, but her ability to make the logical Candidate: The merged firm will have to meet the
connection between technology and a successful challenge of presenting a seamless, consolidated service
and profitable business, especially through a merger to what previously were two customer groups, one
transition. commercial banking and one asset management. It will
be critical that customers see the company as a single
> TIP entity and not as two separate companies sharing the
Good consultants must not be overly same name. Relationship managers will need to be
trained across products so they can look out for the best
THE INTERVIEW
academic and inward-looking, but rather
continuously take an “outside-in” perspective
UNPLUGGED
interests of their clients. Call centers will need to function
CHAPTER 2
of a business.
cohesively and may have to be combined geographically.
Call center reps will need to have efficient access to
Candidate: I would imagine that there are complicated accurate customer information, and be trained on how to
customer management systems that help both use that information. For example, it makes strategic sense
companies manage their customers, track profitability, to flag critical customers so call center reps can provide
store transaction histories, execute transactions, and the appropriate level of service. To do this, it would be
so on. Customers may even have access to proprietary necessary to segment the new, combined customer group
account reporting software. Having some experience based on both current and future profitability.
THE PRACTICE RANGE

with financial services, I know that companies often
have old legacy systems that are not easily integrated >> The candidate thinks for a moment and
with other legacy systems. I would evaluate the strategic EVALUATES her progress so far, then continues
CHAPTER 3
and operational significance of the systems that exist to demonstrate the importance of looking through
across the two firms and work with in-house technology the customer’s eyes. Good consultants must not be
experts to assess integration options. Technology is a overly academic and inward-looking, but rather
critical part of a merger integration to get right, as any continuously take an “outside-in” perspective of
problems in transaction execution, balance reporting, a business. In doing this, she highlights a very
or customer information could damage the firm’s important business point—and one that consultants
credibility with clients, perhaps irreparably. frequently focus on—which is segmenting the
“customer profitability gradient.” Customers have NAILING THE CASE
>> The candidate provides logical examples and draws varying levels of cost to support and subsequent levels
from previous experience to assist in tackling the of current and future profitability. These two sides of
CHAPTER 4
situation. As a result, she gains credibility in her the customer equation must be used to prioritize a
views and demonstrates resourcefulness. company’s focus, as rarely are there enough resources
to focus on all customers in the same way and with
the same price points.

Interviewer: Yes, I agree. Good point. Since we are Bad Answer

running short on time, briefly summarize remaining Candidate: The problem is that no one but old people
issues you would address. listens to classical music. I think that the symphony
should launch a marketing campaign aimed at getting
>> The interviewer is satisfied and wants to wrap things a completely new audience. Maybe it should find a way
AT A GLANCE
CHAPTER 1
up. The candidate has done well in moving through to do cross-promotions with the local alternative rock
the question with structure and supporting detail. and rap radio stations.
The interviewer wants her to broadly cover any
remaining points—often an opportunity to obtain >> This would be an interesting answer if the question
bonus points in the eyes of the interviewer. The was about new marketing ideas, but it’s not.
summation should be concrete, as consultants need It’s about understanding why ticket sales from
to TAKE ACTION. the telephone campaign have fallen. Show the
interviewer that you are listening. In general,
Candidate: The organizational structure would need start by checking to make sure you know WHAT
to be assessed. The merger is bound to result in overlap the question is. It might not be what you think it
THE INTERVIEW
UNPLUGGED
of functionality and a scenario of “too many cooks.” is, and, well, you know that old joke about what
CHAPTER 2
Having complementary skill sets across the team happens when you ASSUME.
would be a key objective. Also, it would be strategically
important to analyze what products and services we Good Answer
want to emphasize most, so resources can be focused Candidate: Very interesting. I don’t know if you noticed
accordingly. And finally, if I was hired as a consultant to on my resume, but I did telemarketing for the Chicago
facilitate the integration, it would be absolutely critical Symphony Orchestra for the last two summers, so
to have a cross-functional merger task force made up I have some insight on this. Do I understand that
of client employees dedicated to the effort. Our efforts question correctly, that you just want me to focus on
THE PRACTICE RANGE
would be governed by a strict project work plan, with ticket sales from the telephone campaign, and not on
clear timeframes and stated ownership. overall marketing issues?
CHAPTER 3
Interviewer: Great job. That is a very comprehensive >> The candidate starts out by making sure he knows
way to look at the problem. WHAT the question is. And here’s something
interesting: the interviewer asked the candidate
Case 8 a question based on his resume. That’s a common
You have been hired by a metropolitan symphony tactic, especially for firms that do not have standard
orchestra to help it with is annual subscription case interviews prepared. It lets the interviewer
drive. For years, the symphony has called ticket understand your thought processes and get a sense
buyers and asked them to subscribe, and this of what you learned on the job. But unlike a typical
NAILING THE CASE
generated 20 percent of all new subscriptions. In “tell me what you learned from your summer job”
the last two years, however, ticket sales from the question, a case question based on a resume item is
CHAPTER 4
telephone campaign have fallen dramatically. What less likely to generate a canned response.
is going on?
Interviewer: Yes, I did notice that! Just talk about the
productivity of the telephone campaign.
candidate: Well, to start, I’d want to know if the not so much forcing the FRAMEWORK on the case
symphony has changed anything about the product, as using it to get some insight.
like the pricing or the types of packages available. Then
I’d want to know if it has changed anything about candidate: My initial hypothesis is that the problem is
the telemarketing setup, such as the number of callers related to the employee turnover and I’d like to analyze
AT A GLANCE
chApter 1
or the equipment that they use. Is there any more that by thinking of the employee as a customer and the
information on this? job as a product. Is the job a good one? What about the
price for the job? Is the job being promoted to the right
>> He checks to make sure EVERYTHING is there. people in a way that reaches them?
>> The candidate EXPLAINS his logic, and he gives

the interviewer a chance to respond.
interviewer: Interesting. I’d like to see where you go

with this.
THE INTERVIEW
UNPLUGGED
chApter 2
>> The interviewer isn’t sure that this is the right way
to continue, but he is interested in seeing if the
candidate can carry it through. Is this a music
major who looked up a framework in a case study
guide and pulls it out for everything? Or will this
help him generate a solution that the client can use?
candidate: Okay, we know that telemarketing jobs
THE PRACTICE RANGE

aren’t really in high demand because the skill level is low
interviewer: Ticket prices have gone up eight percent and they don’t pay very much. And the customers don’t
over the two-year period. The subscription offerings really want the calls; they use caller ID to screen them
chApter 3
and the subscription privileges have stayed the same. out. Tell me, are the employees being evaluated on their
The call center’s equipment has been unchanged, but productivity?
employee turnover has nearly doubled.
interviewer: Yes, they are compensated based on their
candidate: Wow, that’s a huge increase, because it’s a sales, but why do you want to know that?
high-turnover field to begin with. I stuck it out in part
because I got free tickets to concerts and I like classical candidate: Because that is not a great metric in the
music. current world. Because customers can screen calls, a NAILING THE CASE
better measure is whether or not the telemarketers are

>> The candidate takes a moment to THINK. He’s making the calls in the first place. If they don’t make
chApter 4
pretty sure that the problem is related to the a lot of calls, they won’t reach any customers. Is this
employee turnover, but he wants a way to structure symphony using autodialer software?
the problem. How about looking at the employees as
customers, and then using a version of the 4Ps? It’s

Interviewer: No, it’s not, but it is considering Candidate: So the symphony isn’t seeking out people
purchasing it. with a special interest in classical music.
Candidate: Good. Okay, so we have a product—a Interviewer: Well, wouldn’t only people interested in
job—that is not very desirable in the first place and classical music respond to the ads?
AT A GLANCE
CHAPTER 1
that is being evaluated on a metric that is getting

tougher and tougher to reach given current customer Candidate: Not necessarily. Don’t you get resumes
technology. Then let’s think about the price, the from people who want a job but who don’t really know
compensation. What is it? a thing about consulting?
>> The candidate EVALUATES his progress to make >> The candidate works a little joke into the interview.
sure he stays on track. No need to discuss software, If you crack a joke, deliver it with a smile!
at least not yet. Otherwise, a tired or humorless interview might not
remember to laugh.
Interviewer: The callers receive minimum wage. They
THE INTERVIEW
UNPLUGGED
receive a ten percent commission on every ticket Interviewer: Ha. Yes, that happens, sad to say.
CHAPTER 2
package sold and they get a discount on symphony

tickets. Candidate: All right. And these people work in a call
center—cubicles with beige walls, right?
Candidate: Is this symphony in a major market or a
smaller community? Interviewer: Yes, we can assume that.
Interviewer: It is in a smaller community. >> The candidate THINKS for a moment and comes
up with an answer that combines his analysis so that
THE PRACTICE RANGE
Candidate: All right, then the base salary might not the interviewer can EVALUATE it. If he’s on the
be too low. The commission might be okay if the wrong track, there’s still time to go backward. Is he
productivity can be increased. But the symphony can’t on the wrong track?
CHAPTER 3
give everyone free tickets, can it?

Candidate: Okay. So the product is the job, and
Interviewer: Is that your recommendation? its price isn’t very attractive unless the prospective
employee is interested enough in classical music to
Candidate: No, not yet. I also want to think about appreciate the ticket discount. What I would suggest is
how they are recruiting employees. It’s entirely possible that the symphony change its target audience when it
that their employees don’t want free tickets. Do you recruits. Instead of going to a general list, like Craigslist,
have any information on the types of people that the it should put up posters at music schools. If there’s a
NAILING THE CASE
symphony recruits for these jobs? university with a school of music, it should advertise
there. It might also want to consider advertising the
CHAPTER 4
Interviewer: They place ads on Craigslist and in the position to retirees who are classical music fans and
local paper—the usual. who are looking for something to do.
Interviewer: Interesting. That makes a lot of sense.
>> The EVALUATION stage is over, and it’s time to Interviewer: What the client really wants to know
TAKE ACTION and build on the recommendation. about is the attractiveness of the industry; you’ve
mentioned a couple of the aspects, but I didn’t hear
Candidate: There are other ways that the symphony anything about customers or barriers to entry. Should
could make this a great job for music lovers. Instead we be considering those things as well?
AT A GLANCE
CHAPTER 1
of a ticket discount, it could give away tickets to staff
members who meet or exceed outbound calling targets. >> This is one nice interviewer. She is almost spoon-
That would be really valuable to someone who loves feeding the candidate a framework, which the
classical music. Maybe it brings musicians to the call candidate should easily recognize.
center to talk or play during lunch breaks, to help
inspire the staff to keep making calls. The beauty of this Candidate: I’ll get to that at the end; I’ve never been
is that it would involve little to no additional spending a consultant before, so I’m not too familiar with the
by the symphony, just better recruiting. frameworks. The 3Cs framework is one that works for
me, so if you don’t mind I’m going to stick with it, even
Interviewer: Thank you. I appreciate your time. though it might be a little messy.
THE INTERVIEW
UNPLUGGED
CHAPTER 2
>> Hurray! Another interview is over. >> Hopefully the candidate didn’t make quotation
marks with her fingers when she said “framework.”
Case 9 Interviewers are looking for your ability to be
Your client is a large private equity firm. It is flexible and comfortable with new problems. Don’t
looking into rolling up the tow-truck industry; force-fit a framework.
that is, buying many small and midsize firms and
combining them to create one larger firm. It wants Good Answer
your help in assessing industry attractiveness. Candidate: The client has asked me to assess industry
THE PRACTICE RANGE

attractiveness, but I’m wondering if you can tell me a
>> Don’t be intimidated by the jargon. This is a classic little more about the situation. Does the private equity
industry attractiveness question and should be firm own a towing business now? Does it have a target
CHAPTER 3
treated as such. in mind?
Bad Answer >>The candidate starts by verifying WHAT the question

Candidate: I’m going to use the 3Cs framework for is, and she checks to see if EVERYTHING is there.
this case: company, competition, and cost. First, I’m Of course, this is an investigative problem, so it’s
going to talk about the existing tow truck companies, likely that more information will come up as she
then the competition between them, and finally the works through the problem.
cost of purchasing the individual firms. NAILING THE CASE
Interviewer: The client has no presence in the market

>> The candidate has awkwardly tried to apply a now. We’re supposed to help the client with that.
CHAPTER 4
framework that doesn’t work in this case. The 3Cs

framework works best for new market opportunity >> The candidate takes a moment to THINK. The
questions, which is not the case in this example. The interviewer seems a little annoyed, so it’s time to
interviewer is going to be wary. launch into analysis. A good FRAMEWORK to

try is Porter’s Five Forces, which will help the Candidate: What about labor? Are there unions that I
private equity firm learn about the challenges and need to be concerned about?
opportunities it faces in this market.
Interviewer: How does this relate to suppliers?
Candidate: This seems like a pretty good opportunity
AT A GLANCE
CHAPTER 1
to use Porter’s Five Forces. So I’m going to follow that Candidate: Well, if one union supplies all of the labor,
framework. First, the buyers: what is the relative power for example, it will be able to exercise a significant
of customers? Well, when you get your car towed, you amount of control over the labor force, which is one of
certainly feel powerless! the key supplies that a tow truck firm needs to operate.
>> Humor is a little risky, but may break the ice a bit if >> The candidate has demonstrated a broad
you think the interviewer will enjoy the levity. understanding of supplier power.
Candidate: I do think, though, that this is important. Interviewer: In the geography where the client is
Customers need to get their car back, and must pay the looking to roll up the industry, there are no unions.
THE INTERVIEW
UNPLUGGED
exorbitant fees that are required to get their car out of

CHAPTER 2
the lot. In addition, they are somewhat price insensitive Candidate: Okay. So, similar to buyer power, there
and willing to pay whatever it takes to retrieve their car. doesn’t seem to be a lot of supplier power in this
So, from a bargaining power of suppliers’ perspective, industry.
the industry is fairly attractive.
> TIP
>> The candidate has given a brief—but effective—
Take opportunities to summarize your prog-
EXPLANATION of one of the Five Forces and ress after a long line of questioning. This
come to a logical conclusion. Analysis of all of the lets the interviewer check your progress and
THE PRACTICE RANGE
categories can take a while, so it’s to your benefit direct you if necessary. It also gives you a
moment to catch your breath.
to move quickly and let the interviewer stop you in
areas where she wants more analysis.
CHAPTER 3
>> It’s a good idea to summarize whenever you come to

Interviewer: Sounds good to me. What’s next? the end of a line of logic and, when relevant, relate
it to other conclusions that you’ve drawn during
Candidate: Let’s talk about the bargaining power your analysis. This gives you a chance to take a
of suppliers. Again, I don’t see suppliers having a lot breath, and also gives the interviewer a window to
of bargaining power over the tow truck firms. I’m ask follow up questions. If the interviewer does not
defining the suppliers as the companies that make the ask any questions, you can feel confident that you
tow trucks. I’m also assuming that there are several are doing a good job thus far.
NAILING THE CASE
manufacturers of those trucks. Is this correct?

Interviewer: I agree.
CHAPTER 4
Interviewer: That’s a good assumption. There are quite

a few firms that manufacture tow trucks. >> In this case, silence is golden. Don’t be afraid to
THINK. Candidates often over-estimate how much
time passes when they stay silent to collect their
thoughts. Try it out on conversations with your Interviewer: Correct. As an example, if you get your
friends. Every now and again, stop and let a little car towed from a mall parking lot, it will be brought
time pass. See if they even notice. directly to the towing company’s lot.
Candidate: Okay, so we’ve just identified another
AT A GLANCE
> TIP
CHAPTER 1
barrier to entry—having a contract with the city. How
Don’t be afraid to let a few moments pass in hard is it to get these?
silence as you think about next steps.
Interviewer: They’re not easy to come by, and you have

Candidate: Next, I’m going to tackle barriers to entry. to pay the municipality an arm and a leg to have access
High barriers to entry may mean large initial capital to these central lots.
investments, complicated technology, complex manu-
facturing processes, or regulatory barriers. Now let’s see Candidate: Interesting. So this is a pretty significant
if any of these apply to the tow truck industry. In terms barrier to entry, which, from our client’s point of view,
of capital requirements, new entrants certainly need a makes the industry fairly attractive.
THE INTERVIEW
UNPLUGGED
couple of trucks. In addition, the new firm would need
CHAPTER 2
access to real estate to store the vehicles once they are >> The candidate is thinking about what the analysis
towed. Can you tell me how this works? Do firms own means for the client. Whenever possible, think
their own storage lots? Lease them? Are there central lots? about client implications and state them clearly and
explicitly.
>> The candidate has given a nice definition of barriers
to entry and is now addressing them in turn. This Interviewer: Good. I think we’ve done a good job of
demonstrates an understanding of the concept and thinking about barriers to entry.
the ability to take a piece of the framework and
THE PRACTICE RANGE

apply it. It also helps the candidate organize her >> A sign to move on.
thoughts. And remember: ask questions!
Candidate: We still have to talk about substitutes and
CHAPTER 3
Interviewer: The answer is yes. Some own their own competition. Let me address substitutes first. Here, I
lots, others lease. But the majority of vehicles are taken think the industry is going to be less attractive to the cli-
to central lots owned by the municipality. All vehicles ent because towing is really a commodity business. There
that are towed from city streets are taken to these is certainly no brand loyalty, and little differentiation
central lots, and you have to have a contract with the between the services provided: In the mind of the cus-
municipality in order to bring vehicles there. tomer, one tow truck company is the same as another.
>> Notice how a simple question has revealed some >> This analysis is fairly straightforward, and the NAILING THE CASE
significant insights into how the industry operates. candidate has done a good job of hitting the high
The interviewer is rewarding the candidate for points without going into too much detail.
CHAPTER 4
asking the right questions.

Interviewer: Makes sense to me; I’ve never heard
Candidate: So the vehicles that are brought to other of someone talk about brand loyalty and tow truck
locations have been towed off privately held property? companies in the same breath.

>> A consultant’s feeble attempt at humor. >> The interviewer is now playing “bad cop” and trying
to fluster the candidate by telling him that he forgot
Candidate: Finally, we get to competition, or rivalry about a key supplier. This will happen. Don’t worry
among firms. Based on the analysis of substitutes that about it.
I just did, I imagine that there is a lot of competition
AT A GLANCE
CHAPTER 1
because the product is not unique. Candidate: Yeah, I guess you’re right. I’m glad we at
least got to it, though.
Interviewer: What type of competition, specifically?
Interviewer: So what does this mean for our client?
Candidate: For commodity products, competition
typically revolves around price. Candidate: It means that the industry—at least from
a competitive point of view—is unattractive. So if
Interviewer: But you mentioned at the beginning of I can summarize, the industry is attractive from a
the case that buyers are fairly cost insensitive. buyer power and barrier to entry perspective. It is less
attractive in terms of substitutes, competition and, in
THE INTERVIEW
>> The interviewer has moved into a different mode

UNPLUGGED
light of the analysis we just did, supplier power.

CHAPTER 2
and is now challenging the candidate. If you get into

one of these situations, do not take this as a sign that Interviewer: So, what would you tell the client?
you are doing poorly. The interviewer is trying to see
how you react to a more direct line of questioning. Candidate: Overall, the industry is unattractive and
This is all part of the ongoing EVALUATION that the client should not seek to roll up the industry.
takes place on both sides during a case.
>> To the interviewer, the final conclusion is much less
Candidate: I think in this case the price competition important than the preceding analysis. Still, be sure
THE PRACTICE RANGE
would mostly be around how much the tow truck to state a specific recommendation. Consultants are
companies would pay for the right to tow. We mentioned paid to help clients TAKE ACTION—or, as in this
the contracts with the city earlier, but I imagine that tow case, not to.
CHAPTER 3
truck companies must pay for access to vehicles that are

towed from malls, accident scenes, etc. Case 10
A retail chain is having problems with cash flow.
>> The candidate has kept his cool and explained Inventory expenses in particular are increasing.
exactly what he means about price competition. What would you recommend it do?
The candidate has also made some reasonable
assumptions about how the industry might work— Bad Answer
even if it is completely off, the logic is rational, and Candidate: Retail, retail, retail. All your firm asked
NAILING THE CASE
this is all the interviewer cares about. about in the first interview was retail, too. You make
the big bucks—can’t you come up with something else?
CHAPTER 4
Interviewer: I see what you mean, though isn’t this at

some level a discussion of supplier power since these >> DING! DING! DING!
industry participants are supplying the tow truck
companies with the right to tow?
Candidate: Write off the inventory and move on, man. >> The candidate, keeping cool, checks to see that
That’s always the answer, but no one wants to hear it. EVERYTHING is there.
>> A write-off isn’t always the right answer, but even if Interviewer: No. The company is underperforming
it were the correct response to this case, the candidate relative to its peers, but is not in financial distress.
AT A GLANCE
CHAPTER 1
needs to do some analysis first. Your initial instinct
might be to toss out a quick answer partly in jest, >> Now the candidate takes a moment to THINK.
but curb that impulse. Interviewers are looking for This could be a simple case, or there could be some
thoughtful answers. You aren’t co-workers joking weird angles to it. In terms of FRAMEWORKS,
around the table—yet. there’s a financial analysis component here, but
there’s also an element of basic market analysis: How
Good Answer much change from current practices can customers
Candidate: Inventory issues vex a lot of companies, but and suppliers tolerate?
it would help me if I knew more about this situation.
What does this store sell? What is the overall cash-flow Candidate: All right. We know that a decrease in
THE INTERVIEW
UNPLUGGED
situation? inventory costs leads to an increase in cash, and an
CHAPTER 2
increase in cash means that the company can either
>> A good start here, asking questions to get the invest in the business or pay a dividend or buy back
interviewer to identify WHAT the issue is, while shares to increase shareholder value. But, at the same
also showing off a little general business knowledge. time, the company relies on suppliers for inventory,
and its customers have certain expectations about
Interviewer: This is a chain of auto parts stores, inventory when they walk into the store. So I’d like to
selling aftermarket parts, accessories, and maintenance look at how the suppliers and customers interact with
materials. It deals primarily with consumers, but also this company.
THE PRACTICE RANGE

with some smaller garages and repair shops. It’s a publicly
traded company, and some activist hedge funds and Interviewer: All right.
private equity investors have been threatening a takeover.
CHAPTER 3
Management sees cash flow as its key operational Candidate: So I have a few more questions. How does
weakness, and wants to improve it as part of its defense. this company source its goods? How does it manage its
inventory now?
Candidate: Wow, that complicates the situation.
Interviewer: Suppliers send goods to a central
Interviewer: Why do you think it’s complicated? warehouse, then the company sends goods to the stores.
They are all connected electronically.
>> Ah, she turns the tables a little here. NAILING THE CASE
Candidate: Are there any targets or norms for how

Candidate: It’s complicated because the company now much inventory should be kept on hand?
CHAPTER 4
has to balance the expectations of its customers with

the expectations of its investors. Is this a bankruptcy Interviewer: A typical store is 40,000 square feet and
situation? that takes a lot of inventory to keep filled. On average,
a store has 110 days worth of sales tied up in inventory.

The warehouses run leaner, generally keeping only 14 >> The candidate asks for some feedback to help
days worth of sales outstanding. EVALUATE the answer.
Candidate: But that makes for a total of 124 days of Interviewer: Sure, these are great ideas, but the client
sales outstanding, which is high. Do you have any data doesn’t have a lot of time to roll out new programs. The
AT A GLANCE
CHAPTER 1
on how this stands relative to the industry? investors want action.
Interviewer: The average of the company’s peer group >> Ah, so maybe the answer is a little off track. Time to
is 106 days. get the train back on the rails.
Candidate: Wow. There is work to be done here. First, Candidate: Well, then the company needs to focus
I’d want to think about the customers. There are two on warehouse operations and work with its suppliers.
categories: the individual and the small business. The First, I’d run a report of the inventory turnover rates
individual probably buys items as needed, but the small of all of the stockkeeping units. If any have unusually
business may keep some of its own inventory. The slow turnover—like years instead of days—I’d have the
THE INTERVIEW
UNPLUGGED
small-business owner might not want to go into the company write that inventory off and drop those items.
CHAPTER 2
store all the time, either. The company should develop Then, I’d use that data to determine the maximum and
a small business program that maybe bypasses the minimum number of days that should be kept in the
stores all together. How about letting auto shops order warehouse, and I’d go to the suppliers and offer them
directly from the warehouse, possibly working with a bonuses for monitoring their inventory and keeping
fulfillment service? It could include quantity discounts, it within target ranges. That alone might save a few
and it could reduce the total amount of inventory days. Then I’d do the same with the store managers,
kept in the stores, saving the company a few days of to encourage them to keep their stock within a target
inventory. range that’s lower than what they have now.
THE PRACTICE RANGE
>> The candidate EXPLAINS some of his ideas. >> It’s a simple answer, but it addresses key inventory
management issues. This person paid attention in
CHAPTER 3
Interviewer: That’s one idea. accounting! Time to wrap this case up.
Candidate: The individual customers are different, Interviewer: They do have the data. They could do that.
but I’m wondering if the stores need to keep so much
inventory on hand. Instead of filling the shelves to Candidate: So my recommendation would be that the
the rafters with merchandise, maybe they can clear company start with its data, make necessary write-offs,
up some floor space for other uses. I’m thinking and adjust store and warehouse inventory levels. That
maybe they could offer demos or classes that could should improve cash flow almost immediately. Then, it
NAILING THE CASE
get people into the store while reducing the amount should use that cash to invest in a new marketing and
of inventory on hand. This may mean dropping some distribution program for its business customers and in
CHAPTER 4
items, but that might be okay if customers see the total reconfiguring its stores for its individual customers, to
value of their store visit increasing. Do you think my offer better service with less inventory. Those actions
recommendations so far would work? should keep the shareholders happy.
Interviewer: Good. Thank you. Interviewer: This division sells spices to food-service
customers only (restaurants and industrial kitchens),
Case 11 and this market isn’t shrinking. In fact, the overall
The food-service spice division of a major food growth of spices to food service is around seven percent
manufacturer has had flat or declining sales and CAGR (compound annual growth rate) over five years.
AT A GLANCE
CHAPTER 1
profits over the past five years. What should it do to
improve its performance? Candidate: That suggests that the company’s
competitors are doing a better job at capturing the
>> Here’s a good, standard declining-profits question growth in the market. So we need to figure out why.
suitable for all candidates. How is the company’s product line? Is it competitive in
terms of quality? Price?
Bad Answer
Candidate: It should try to get into some new, higher- >> It’s often helpful to proceed by probing possible
margin businesses. Get into the ethnic-seasoning explanations one by one. The candidate might have
business, for example, or start repackaging its products confirmed that the client’s share of the market is
THE INTERVIEW
UNPLUGGED
as gourmet spices and sell them through specialty declining before examining possible explanations.
CHAPTER 2
stores.
Interviewer: The company has two main product
>> Good thought, marginally creative ideas, horrible lines: commodity spices (salt, pepper, basil, etc.) and
execution. The candidate jumps right into problem- specialty spices, which are mainly premixed ethnic
solving mode without going through the requisite spices (Indian, Italian, Mexican). The commodity
analysis. Even if these are correct intuitions, they will spices are priced competitively, and the specialty spices
be much more compelling to the client/interviewer if are priced at a premium. Customer interviews suggest
there’s a lot of data-driven analysis behind them. that price is not a problem with either the commodity
THE PRACTICE RANGE

or specialty spices and that satisfaction with both
Candidate: Lay off its excess workers and reduce costs. product lines is high.
CHAPTER 3
>> Not a good answer. The interviewer already knows Candidate: It appears that neither the product nor the
that you want to be a consultant! Besides, slash-and- price is the problem. How are the products sold?
burn makes poor cocktail banter.
>> This is a typical development in the analysis of
Good Answer a case problem; the easy answers aren’t the right
Candidate: Declining sales could either be a sign that ones. When this happens, it’s smart to keep asking
the market for spices is shrinking overall or that other questions. In this case, the candidate wisely moves
players are capturing the growth. Which is it? on to a more practical line of questioning. An NAILING THE CASE
alternate approach is to continue to look at more

>> Good start. The candidate grasps that there could specific sales data for the different product lines. For
CHAPTER 4
be several causes for a decline in sales. Asking for example, the candidate might ask whether sales of
more information will help the candidate isolate the both lines are increasing equally.
problem and choose how to proceed.

Interviewer: Good question. The products are sold

> TIP
through the parent company’s dedicated sales force.
Don’t get overly excited and pounce on a
The sales reps sell a broad range of products (30 to nice, seemingly obvious conclusion midway
35 different types) to their customer base. They have through your questioning. There’s usually
regional sales territories. more to the story.
AT A GLANCE
CHAPTER 1
Candidate: So you mean a single salesperson sells Candidate: So there’s at least one big part of the
everything from coffee to chocolate to spices to a subset problem! The spice division has spent all kinds of
of restaurants or industrial kitchens in a specific region? money to develop value-added and differentiated spices
Their customers mustn’t need a lot of specialized sales to start earning higher margins in a traditionally
help, because it seems unlikely that the sales force could commodity business, but nobody told the sales force!
know the nuances of every product they’re responsible for. Or at least nobody trained the sales force to sell them.
So the customers are still buying the low-margin
>> The candidate thinks out loud and draws commodity stuff from our client, and its competitors
implications from the information she has just are capturing all the growth in the specialty spices.
THE INTERVIEW
UNPLUGGED
received. Even if she gets off track, it is usually

CHAPTER 2
better to share her thinking with the interviewer. >> Fortunately for the candidate, she has landed on
Often the interviewer will provide a hint or more a reasonable solution. But, she is a little hasty
information to help the candidate along. in pronouncing her solution. There are certainly
alternative explanations. For example, the growth
Interviewer: It’s true for the commodity products— in the market may be coming from a segment other
they pretty much sell themselves—but specialty spices than the one the company traditionally reaches. Or,
are a more “technical” sell. on a practical level, the compensation system might
be rewarding the sales force for selling nonspice
THE PRACTICE RANGE
Candidate: And does the sales force provide that products. Rather than pouncing on the first thing
technical sell? that comes to mind, the candidate would do better
by considering some of these alternatives as well.
CHAPTER 3
Interviewer: We spent time with a number of sales

reps in various territories, and it appears that they aren’t Interviewer: That’s pretty close. So, what action steps
very familiar with the specialty spices, which are newer would you recommend?
product lines for the company. So they focus primarily
on selling their spice mainstays (salt, pepper, basil, >> Again, the interviewer is looking for recommenda-
garlic). tions for action that draw on the analysis.
>> Although the interviewer describes what happened, Candidate: I’d train the sales force immediately. Send
NAILING THE CASE
the technique she describes is a standard consulting a few people from marketing on some customer calls
technique that could be useful in answering another with the sales force—with the sales force’s approval,
CHAPTER 4
question. For example, the interviewer might of course—and teach those customers what they can
have asked how the candidate would go about do with our specialty spices. Get the test kitchen to
determining why one product line is moving faster develop some great recipes using the product and hand
than another. those out to customers too. I think a lack of education
around the product is the problem here, and once >> The candidate has stated the obvious, but has given
it’s fixed our client can hold its own again. And it the interviewer a very simple road map for where
may make sense to proactively examine other areas of he’s going to go with the case.
disconnect between marketing and sales—we may have
discovered a broader problem here. Candidate: There are two possible answers to the first
AT A GLANCE
CHAPTER 1
question: either revenues are going down relative to
Interviewer: Nice! The next sale! costs, or costs are going up relative to revenues. Because
I’m not that familiar with online auction sites and
Case 12 don’t want to make any unrealistic assumptions in my
Your client is the head product manager in the diagnosis, can you tell me generally how the client’s
sports division of a major online auction company. business model works?
He has brought you in to help diagnose why his
division’s profitability is declining and determine >> The candidate realizes that it will serve him better
ways to improve performance. to ask questions up front than to make faulty
assumptions.
THE INTERVIEW
>> This is a very open-ended, but fairly straightforward,
UNPLUGGED
CHAPTER 2
operations question. It will require the candidate to Interviewer: At the risk of oversimplifying, the client’s
quickly assess the root causes of the problem and to online auction model is structured as follows: Sellers
identify solutions. For these types of questions, no pay a fixed fee—50 cents—to the client to list their
preordained framework is required (although you products. If their products are purchased, the sellers
will see that the candidate does throw a clever one pay an additional fee, equal to a fixed percentage (five
in halfway through the case). For the most part, percent) of the sale price of that item. So, for example,
the interviewer is simply looking for a structured if the seller is listing a bowling ball that sells for $100,
answer. the client’s revenue would be $5.50.
THE PRACTICE RANGE

Bad Answer Candidate: So all of the revenue comes from the sellers.
Candidate: I don’t participate in a lot of online auctions This is a free service to the buyers.
CHAPTER 3
so I don’t know a lot about how they work. Can you ask
me another question? Interviewer: That’s correct.
>> The interviewer is not asking for domain-relevant Candidate: And are there any other revenue streams?
expertise. As a general rule, if you don’t know, just ask.
Interviewer: Not at this point.
Good Answer
Candidate: Okay. So there are two questions you’re Candidate: So what about the cost side of the equation? NAILING THE CASE
asking: (1) Why is profitability declining; and (2) How How does that work?
can we improve performance? Let’s focus on the first
CHAPTER 4
question, because then I’ll feel better equipped to answer Interviewer: Good question, and I’m going to try to
the second. help you answer that one. There’s only one platform for
the entire auction site. What do you think this means
for the client?

>> The interviewer has answered enough questions and on the site to sustain the business. Let me test these two
is ready for the candidate to stop using the Socratic hypotheses in turn.
Method.
>> Again, a very simple road map for where the
Candidate: If these platform-related costs—hardware candidate is going to take the case. If the candidate
AT A GLANCE
CHAPTER 1
and software, I would imagine—are centralized, this is way off here (which he is not), the interviewer
probably means that the client has little control over would be able to stop the candidate and steer him in
some of the costs of his business, for example site the right direction.
development and online merchandising. Does he have
any dedicated costs to his business, for example staff or Interviewer: Sounds like a decent structure to me.
a marketing budget? What are the types of analyses you would do to
determine whether your hypotheses are true or not?
Interviewer: The client has 12 people reporting to him
and a small marketing budget. >> Proposing the right analyses to support or deny
an assumption is one of the most critical skills in
THE INTERVIEW
UNPLUGGED
Candidate: Have any of these direct costs changed consulting. The interviewer is testing the candidate
CHAPTER 2
significantly over time? and will be looking for very specific analyses.
Interviewer: No. Candidate: I would do several analyses to determine

whether there were enough buyers on the site. One
Candidate: Okay. I’m going to make the assumption would simply be to assess the total number of visits to
that these centralized costs are not the reason for the the overall auction site over time. This would give me a
lagging profitability. Plus, it sounds like our client sense of how popular the site is.
wouldn’t have a lot of control over them even if they
THE PRACTICE RANGE
were. So let’s ignore those for now. In addition, because Interviewer: And how would you assess the results?
the other costs have not changed significantly over
time, I feel confident in concluding that the problem Candidate: One would hope that the number of visits
CHAPTER 3
with the client’s business is on the revenue side. Let’s to the site is increasing—or at least staying constant.
talk about what’s going on there.
Interviewer: But if there are a lot of people visiting the
>> The candidate has made some broad assumptions, site, but no one is purchasing anything, then those hits
but they are grounded in reality. He has also showed aren’t very valuable, are they?
an ability to use those assumptions to make a
reasonable conclusion. >> The interviewer is challenging the candidate’s
thinking, pushing him to be thoughtful in his
NAILING THE CASE
Candidate: There are two hypotheses that quickly analyses. The interviewer is also gauging how the
come to mind. One is that there aren’t enough buyers candidate will react to this “bad cop” attitude.
CHAPTER 4
on the site—that is to say, there are a lot of sports items

up for auction, but there aren’t a lot of people bidding
on them. The other is that the client is facing a supply
problem, meaning there isn’t enough merchandise up
Candidate: Good point. Let me revise my proposal: I Candidate: Is there any data to explain why this took place?
would want to look not only at overall visits to the site,
but also the number of products purchased. Interviewer: Let me turn the question back to you.
How might you get this data?
Interviewer: Right. This is what’s called the conversion
AT A GLANCE
CHAPTER 1
rate. So let’s say that overall hits and purchases have Candidate: Both buyers and sellers, I’m assuming,
been increasing steadily, but in the sports category need to provide e-mail addresses. The client could do a
the conversion rate has dropped significantly over the survey, offering rewards in return for filling out a survey
past year. And the client is feeling pressure because on why certain items did or did not sell.
his business is dragging down the otherwise stellar
performance of the rest of the organization. Interviewer: Good idea. What type of rewards might
these be?
>> More useful information. Make sure that when the
interviewer provides you with data, you use it. >> The candidate is wandering a little off of his
framework, but the interviewer is allowing him to
THE INTERVIEW
UNPLUGGED
Candidate: What this says to me is that the attractiveness do so. Because the candidate offered such a solid road
CHAPTER 2
of the overall product offering has declined: On a relative map for where he was going with his 4P framework,
basis, the number of purchases has lagged behind the he can easily move back on to his original path when
number of visits, thus decreasing the conversion rate. the interviewer prompts him to do so.
Can you tell me whether the product mix or marketing
has changed, or whether the site navigation—how you Candidate: For the seller, this might be a series of free
get to the site—has changed? listings. For the buyer, it might be a certain credit to his
or her account for the next purchase.
>> Note here how the candidate has used a simple
THE PRACTICE RANGE

marketing framework—the 4P framework—and Interviewer: And this is exactly what happened. What
adapted it to the case without making it blatant. the client found was that the value equation for outdoor
He didn’t introduce the framework as such, and equipment did not work online. Though the prices were
CHAPTER 3
substituted words such as “site navigation” for good on the site—for example, a high-quality frame
“placement” and “marketing” for “promotion.” Also, backpack for $75—the shipping costs (borne by the
since the interviewer already told the candidate that buyer) made it too costly for the buyer, and the packing
one of the P’s—price—was standard across the entire requirements to ship the goods were too onerous for the
site, and therefore not under the control of the client, seller.
the candidate astutely left it out of his response.
Candidate: I see. So what likely happened is that the
Interviewer: All good questions. In fact, only the model quickly broke down: The buyers left because NAILING THE CASE
product mix has really changed. Both marketing and they didn’t see the value, and the sellers left because
site navigation have remained constant. The product there were no buyers. So, to answer my two hypotheses
CHAPTER 4
mix, which at one point was more focused on outdoor around whether this was a supply problem or a demand
recreational sporting activities—for example tents, water problem, the answer is yes to both because they are
skis, and so on—has shifted more to sports clothing. absolutely linked. Fewer buyers leads to fewer sellers,
which leads to fewer buyers and so on.

>> The candidate has scored big points by answering >> You will notice that this is a question about
his initial hypotheses and understanding that they profitability that is similar to the last operations
are not mutually exclusive. If he had introduced case, but the candidate (who gives the “good
the phrase “virtuous circle” here, he may have been answer”) takes a very different approach.
offered the job on the spot—consultants live for the
AT A GLANCE
CHAPTER 1
virtuous circle. Bad Answer

Candidate: I’d basically just find out what the problem
Candidate: So it probably follows that if the marketing is by talking to all of the employees and doing a bunch
programs are the same, the client is targeting the wrong of market research, and then I’d talk about it with my
consumer segment; instead of going after recreational consulting team and figure out what the best thing
sports buyers and sellers, the client should switch its would be to do.
focus to buyers who want sports clothing.
>> Wow, that’s really specific. Thanks for the high-
Interviewer: And how would you go about targeting level tutorial on how consulting works. Whenever
this audience? possible, avoid extremely general answers. Although
THE INTERVIEW
UNPLUGGED
a standard approach to assessing problems and

CHAPTER 2
Candidate: I would want to know who the consumer is— evaluating potential solutions is helpful, don’t stay
what the demographics are, how and where the consumer up in the clouds—you need to focus on the business
is currently shopping, what types of clothing are most problem at hand.
popular. And then I would want to locate sellers. Perhaps
there is a way to handle the shopping carts for niche sports Interviewer: Yes, that’s generally what consultants do.
retailers looking to expand their Internet capabilities. But what would you specifically want to focus on in
Signing up more of these sellers could entice more buyers this case?
to come—and buy—on the sports site.
THE PRACTICE RANGE
>> The interviewer was tactful in delivering the

>> The candidate has suggested some simple and message, “Get on with it. Let me see how you think.”
basic ideas for how the client could proceed.
CHAPTER 3
More important, he has used a structured and Candidate: Well, it seems to me that sandals, clogs, and
straightforward way to answer the case question, and Crocs are getting more popular all the time. I’d guess
has gotten to the heart of the business problem—the that the market for socks is shrinking these days since
infamous virtuous circle. Well done! not as many people are wearing formal shoes; it must be
that the market is just drying up. I’d recommend that
Case 13 the company look at other products it can produce that
The CEO of a small to midsize sock company are more popular.
has hired your consulting company to assess why
>> With this assessment and recommendation, the
NAILING THE CASE
profits have been falling from respectable levels four

years ago to declining one year ago to a projected candidate will be in sandals often since he will be
CHAPTER 4
loss this year. You have been assigned as the main sitting at home—rather than in an office—looking
business analyst on the engagement. How would you through the want ads. Guessing at the heart of
help analyze the situation and what would be your the problem without gathering any background
preliminary recommendations for how to address it? information is always a bad idea. Even if you
happen to guess the right answer, it won’t be a average price of its products, I’d want to understand a
successful interview anyway. The interviewer wants little more about what’s going on with each one to dig
to see how well you ask questions and process further into where the problem may lie. Has the overall
information. In practical terms, profits may or may market for socks of the sort that this company produces
not be related to market expansion or contraction. been shrinking in the last few years?
AT A GLANCE
CHAPTER 1
And there are many ways—not just one—to deal
with a shrinking market and still be profitable. >> The candidate has wisely decided to start by
More information is needed, and the candidate understanding the current dynamics of the industry.
should have tempered the urge to skip ahead to a Doing so will allow her to determine whether
recommendation before investigating the situation. she’s dealing with a market share or a market-size
problem. Furthermore, the candidate has identified
Good Answer price and volume as the component parts of revenue
Candidate: If profits are down, then either the sock and has done a good job explicitly communicating
company’s costs are up, revenues are down, or both. I’d this knowledge to the interviewer by saying it
first want to understand the cost side of the equation at out loud. The candidate asked the question to
THE INTERVIEW
UNPLUGGED
a high level to see whether there are any red flags on the understand if there are macro issues affecting the
CHAPTER 2
operating side of things. Have costs increased for this client’s business—a contraction in demand for the
company in recent years? client’s products that is outside of the client’s control.
>> The candidate has successfully recognized this as a Interviewer: The market is in relatively good shape,
profit question. Furthermore, the candidate has actually. Overall demand for socks like the ones the
chosen one of the key issues in profitability to company produces has been steadily increasing in line
investigate first: costs and operating efficiency. with population growth. So, the problem isn’t with the
demand for these products.
THE PRACTICE RANGE

Interviewer: Actually, no. I can tell you that costs have
even declined a bit as a proportion of revenues as the >> The candidate is now getting close to the heart of
client has improved sourcing in its materials and has the matter. Since it’s not a market-size issue, then it
CHAPTER 3
automated one of its weaving plants. Margins were must be a market-share issue.
looking pretty good after the plant investment until a
couple of years ago, when things took a turn for the Candidate: All right. What’s happening with the
worse. company’s sales volume and pricing, then? If the
market is healthy but the client’s profits are declining
>> So it’s not costs. Carry on with information even though costs are in good shape, I would assume
gathering. The interviewer, role-playing as the that the client is experiencing a rapid decline in sales.
client, has actually given a hint in the bit of How have sales volume and average prices been doing NAILING THE CASE
extra information he shared after answering the for the past couple of years?
candidate’s core question.
>> The candidate is starting to test a theory—that a
CHAPTER 4
Candidate: Okay, so if the problem is not fundamentally decline in sales is hurting profitability. This is a
on the cost side, it must be on the revenue side. Since common source of profit loss in industries with high
revenues are a function of product sales volume and the fixed production costs; basically, operating costs

cannot be reduced as quickly as falling revenues numerous new competitors is correct. So what do you
to protect margins due to big fixed expenses like think the client should do about it?
plants and warehouses, which have lower costs-
per-unit as production volumes go up but higher >> This part of the case is where there is a transition
costs-per-unit when production volumes fall. By from the analytical to the practical—time to step
AT A GLANCE
CHAPTER 1
not only asking about sales volumes, but also about out of the land of theory and into the land of reality.
pricing, the candidate is probing to find out if If the candidate doesn’t have a great deal of practical
unit sales are falling as well as the potential reason business experience to guide her thinking in how
why: competition (which often hurts not only sales to address the problem once it’s identified, that’s
volumes but also prices for former market leaders not a show-stopper. The interviewer will already
who experience price pressure and often must lower know that this is the case by having reviewed the
prices to remain competitive). candidate’s resume. As such, he will likely cut
her a little slack so long as the recommendations
Interviewer: That’s really two questions in one, but are framed as possibilities rather than conclusive
they are both relevant here. Yes, sales volumes are falling solutions. Remember: If you have low confidence
THE INTERVIEW
UNPLUGGED
precipitously. And prices for this client’s products have in your recommendation in a case interview, then
CHAPTER 2
been falling too. consider several possible approaches to dealing with

the problem and share them all in turn. This will
>> The candidate continues to make good progress show that you keep an open mind with challenging
through her framework and has identified the forces problems and don’t settle on one solution too
at work in creating the profit problem. Now she has quickly—a valuable skill in the kind of team-
enough to make a prediction about what’s going on oriented business practice that is common among
and formulate a few potential recommendations. leading companies and consulting firms alike.
THE PRACTICE RANGE
Candidate: Right. So not only is the client Candidate: Well, I believe there are several different
seeing lower revenues, which is probably hurting potential paths for the client to take to address
profitability if that automated plant is suddenly more the impact that competition is having on profits.
CHAPTER 3
costly on a per-unit basis than it was before volumes Therefore, I’d want to make several different
fell, but also the profit margin is getting squeezed by possible recommendations and then review each
lower average price per unit sold. Given what I know recommendation’s potential with my colleagues—they
now, I’m going to guess that a growing market for are likely to have more experience dealing with this type
these kinds of socks has attracted a number of new of situation.
competitors in recent years. I’d guess that these new
competitors are stealing market share from the client >> Good job. This could be perceived as stalling, but in
with similar or better products, and consequently fact it shows a balanced and collaborative approach
NAILING THE CASE
the client is dropping prices in an effort to retain the on the part of the candidate.
share they are losing and boost sales volumes. Does
CHAPTER 4
that sound about right? Interviewer: I can see why you’d want to do that. It
always makes sense to review ideas with colleagues
Interviewer: That’s a pretty good guess. Your theory before rushing in to give the client one answer only.
that falling sales and prices are due to the entry of That said, I’m interested in hearing a few of your ideas.
What are a couple of potential ideas you’d present to side that could reduce the viability of this
your team to consider as recommendations for the recommendation. He wants the candidate to
client in this case? consider an even more real-world perspective—
taking into account both how the market
>> Though the interviewer values the candidate’s and the client’s organization might react to a
AT A GLANCE
CHAPTER 1
response, he is not going to let her off the hook and recommendation. The candidate should continue
close the case out before hearing at least a few of the further and present her second recommendation and
candidate’s specific ideas. No problem. Do a quick see if that one is perhaps more viable.
priority of what you consider to be the best ideas in
your arsenal and share the top two to keep things Candidate: If that’s the case, I have another potential
moving forward. recommendation. If the client cannot assess and
change its product offerings fast enough to combat the
competitive threat in the marketplace, then the client
> TIP might want to consider making a quick acquisition of
If you have low confidence in your recommen-
one of its competitors in order to regain some share. If
THE INTERVIEW
dation in a case interview, consider several
UNPLUGGED
possible approaches to dealing with the the client has enough cash on the books to make this
CHAPTER 2
problem and share them all in turn. viable, it could be a way to “buy” rather than “make”
new products that better compete in the market and
thereby increase profits.
Candidate: Well, one idea would be for the client to
address the competitive threat head-on by assessing the >> The candidate has risen to the interviewer’s challenge
qualities and value proposition of the products that are by calling on the classic “make vs buy” strategy
stealing market share. In this way, the client can learn if when evaluating a response to competitive threats.
making improvements to the product will make it more Would you be expected to come up with two such
THE PRACTICE RANGE

competitive, thus earning back some of the lost share— strong recommendations, both well grounded in
and possibly justifying a higher price in the process. practical business? Not necessarily. It’s clear that
this candidate is obviously experienced enough to
CHAPTER 3
>> Good. The candidate has proposed a logical potential quickly formulate a short list of solid suggestions.
solution to address the key source of the profitability When asked for potential practical solutions to a
problem: market share loss. problem, be fact-based, rely on what you’ve learned
in the case so far, and be creative but not outlandish.
Interviewer: Hmmm, that’s one interesting idea and
it seems to make sense. But what if the client’s product Interviewer: Yes, that’s another potential way to go
development time is too long for this to be viable? Or for this client, and you’re right that this may be more
what if the client lacks the time, resources, and money practical if the product development and launch NAILING THE CASE
to really investigate and respond to what’s driving times are long. There are undoubtedly other potential
competitors’ products to take away share? recommendations you could make, but for now that’s
CHAPTER 4
sufficient for me to see your line of reasoning on how

>> The interviewer hasn’t entirely discounted this you’d address the core issue. Good job. Let’s move on.
potential solution, but he is trying to push the
candidate to consider limitations on the client >> Well done. The candidate gets bonus points from

the interviewer for understanding the “make vs Bad Answer

buy” decision that many companies face when Candidate: I’m surprised she was able to talk to other
under intense competitive pressure. Having done companies. I thought that all of the consulting firms
admirably on this case, the candidate should feel were really secretive and didn’t share information
good about moving forward with the interview. because of client confidentiality rules and whatnot.
AT A GLANCE
CHAPTER 1
My brother is a consultant, and he can’t even tell me

what clients he’s working for—just the general terms
> TIP like “telecommunications company” and that kind of
When asked for potential practical solutions thing. So maybe the COO is getting bad information
to a problem, be fact-based, rely on what or getting lied to—she should think about doing some
you’ve learned in the case so far, and be
research to see if her peers are giving her the straight
creative but not outlandish.
scoop on what’s happening with their businesses.
Case 14 >> It’s a waste of everyone’s time to question the very

information presented in the case itself. In general,
THE INTERVIEW
The COO of a business services company supplying

UNPLUGGED
technology consulting to Fortune 500 companies is whatever you are told by the interviewer towards
CHAPTER 2
concerned because she has noticed a downturn in setting up the case, you should trust. Focus on
overall corporate spending on consulting and other moving things forward throughout the case, rather
outsourced services during the trailing two quarters. than right off the bat questioning the foundation
Upon discussing her thoughts with some of her of the case.
peers at other tech consultancies, she has learned
that other companies are predicting a reduction in
> TIP
demand for their services as well. She is considering
Don’t bother questioning the information
how to address this issue within her own company,
THE PRACTICE RANGE
presented to you in the case setup. You’d just

and has asked for your help in thinking about it as be wasting time.
well. What would you like to know, and how would
you advise this COO?
CHAPTER 3
Candidate: I think she should start firing people and

>> Many business operations cases set up the situation find a start-up to sublease some of her real estate.
you need to consider in this way: The candidate is Sounds like the boom times are over, so she’s going to
asked to consider how changes in the marketplace need to cut the fat.
will impact a company and what some of the
operational responses could be to these changes. This >> The candidate is moving much too quickly toward
case is indicative of the changing nature of business a recommendation. He hasn’t investigated the issues
in the U.S., in that it focuses on a professional at all. Until it’s clear what the operational dynamics
NAILING THE CASE
services company—not a traditional manufacturing and concerns are for the COO in this case, the
or other packaged goods company. This means that candidate should avoid jumping to potentially
CHAPTER 4
the operational issues—and costs—the candidate callous or impractical conclusions.

will want to consider are different from those
relevant to a manufacturing company.
Good Answer break down into fixed costs and variable costs. From
Candidate: This is an interesting case since it involves what I know about consulting companies like this one,
a services company, rather than a manufacturing the main fixed costs tend to be things related to keeping
company; this means the COO is going to be the company running—like technology resources, real
managing a different set of operations costs and estate costs for the headquarters and branch offices, and
AT A GLANCE
CHAPTER 1
processes as compared to those of manufacturing or administrative support for core functions like human
other companies of that ilk. Since you’ve told me that resources, finance, and facilities.
marketplace demand is contracting for her and other
companies’ services, I’m going to assume that this is >> The candidate is continuing to show good knowledge
not going to change for some time and that the COO’s of both the theory of operating costs and the practical
main challenge is going to be cost containment as her application to a services business—by listing the
revenues stagnate or fall in the short term. specific components of the typical fixed costs for a
company like this one. Of course, a focus on fixed
>> This is a strong start. The candidate has costs for a manufacturing company would include
inferred key information from the set-up of the many of these items, as well as key additional fixed
THE INTERVIEW
UNPLUGGED
case—namely that overall industry demand is costs like plants, machinery, and other fixed assets
CHAPTER 2
contracting and that this is likely to negatively related to the production of goods.
impact revenues. The candidate has further
communicated that he understands the profit Interviewer: Yes, that’s correct. Those are the main
equation—and that costs, rather than revenues, fixed costs that the COO manages for her company.
are the relevant variable for the COO to focus Are there other costs she should think about?
on since revenues are assumed to be falling due to
forces outside of the COO’s control.
> TIP
THE PRACTICE RANGE

If the interviewer validates one of your
Interviewer: That’s a safe assumption. When the overall
assumptions, that’s your cue to move ahead.
industry is experiencing a downturn, it’s important
to focus on the cost side of the equation to defend
CHAPTER 3
profitability. What do you think is important to Candidate: Yes, the client would also need to think
consider in this regard? about the variable costs she manages. In this case, I
believe that the main variable costs are the salaries
>> The interviewer is validating that cost management of the professional services staff that the company
is at the heart of the matter. The candidate should employs to actually do the billable work of technology
move forward with an analysis of the operational consulting. It may be a bit harsh to call these people
costs that a company like this one would be “variable costs,” but it’s my understanding that most
working hardest at managing—in other words, he companies think of their labor force as one of the NAILING THE CASE
should work towards figuring out which operational variable resources that the management team must
costs are the most significant or require the most handle in terms of cost.
CHAPTER 4
attention.
Interviewer: Yes, employee salaries are a big component
Candidate: In a general sense, I would want to think of the variable costs that the COO needs to consider.
about how to manage operational expenses, which Are there any others?

>> The candidate has correctly identified employee reduce the monthly real estate lease fees—or gain some
salaries as one of the main variable operating costs. subleasing rents if the company owns its headquarters
However, he should try to take a comprehensive buildings and can free enough space to take on new
view of the landscape by identifying one or two tenants. This is a challenging prospect though, if we
other variable costs that might impact the cost side assume that the company is managing its space fairly
AT A GLANCE
CHAPTER 1
of the profitability equation. efficiently already. I believe it would be more fruitful to

focus on reducing or containing variable costs instead.
Candidate: Yes, some other variable costs that the
COO is managing would include travel and expenses >> Sometimes you’ve got to go with your instincts and
related to her staff’s client service work, compensation make a judgment call about where to focus your
for contractors and other part-time workers, supplies thinking and recommendations. This is fine to do—
and other nonfixed assets used to run the business, the interview time is limited, after all.
and selling and R&D expenses related to finding new
clients and developing new service offerings. Interviewer: I can see why you’d want to do that. These
are the costs that the COO is most likely to be able to
THE INTERVIEW
UNPLUGGED
Interviewer: Good job. That’s a pretty solid list of the impact in the short run. So what do you suggest she
CHAPTER 2
fixed and variable costs that the COO would want consider doing?
to consider in thinking about how to address the
company’s profitability with revenues declining. So Candidate: In tight times, I know that one of the
what would you suggest she do to improve things? things that gets cut first is budgets for new resources
like technology expenditures, office supplies, company
>>The interviewer is getting into the heart of the matter perquisites, incentive trips, and so on. One suggestion
now—he has acknowledged that the candidate would be to have the COO ask her department
has done a solid job in applying business theory managers to revisit their operating cost budgets
THE PRACTICE RANGE
to the case by communicating the profit equation, and identify areas where they can reduce nonvital
breaking down costs into fixed and variable, and expenditures for the next several quarters in an effort to
listing the specific costs that fall under each category. help boost profitability. Investing in internal resources
CHAPTER 3
The interviewer now wants to go deeper and really tends to stall or get scaled back when times are tough,
see what the candidate’s practical business experience and as long as she communicates why this needs to
and instincts lead him to recommend. happen, then her division managers should understand
and be able to deliver some cost savings. Marketing
Candidate: Well, let’s consider each of the cost and branding budgets could also be reduced if her
categories in turn. In regard to fixed costs, most of the company is spending significant money in these areas.
ones I mentioned are very difficult to reduce or impact After all, these budgets go towards increasing market
on a short-term basis. It’s the very fact that they are hard share—something that may not have the same return
NAILING THE CASE
to change that makes us think of them as fixed in the on investment in a contracting consulting services
near term. If the COO needed to make drastic changes, marketplace. The main advantages of these changes are
CHAPTER 4
perhaps she could consider reducing the real estate that they can be made fairly quickly and won’t impact
budget by tightening down the floor plans and using company morale as significantly as reducing headcount
less real estate space for existing resources. While this would. That said, the underlying motivation for these
may not be a popular decision, it might be possible to changes still need to be well communicated to the
74 W E T F E E T I N S ID ER GUID E
whole company so people understand that these are not considering this drastic step, as she is pretty bearish
arbitrary or permanent changes. on the economy and on the overall demand for her
company’s services in the near as well as the longer
>> Good suggestion. Although it may not be the largest term. If the COO accepted this recommendation, what
source of cost containment, noncritical expenses not else would you want to suggest she consider before
AT A GLANCE
CHAPTER 1
directly related to client service and new customer directing her managers to reduce their headcounts?
acquisition/sales are the kind of low-hanging fruit
that a company can eliminate as a means of reducing Candidate: First, I would counsel her to conduct a
operating expenses during difficult economic times. solid analysis and business case for the need to reduce
her staffing, and be very focused about where and how
Interviewer: Okay, I can see that this suggestion might she would carry it out. Since this is such a drastic and
be a good source of cost savings in the near term. Are emotional step for the company, I would counsel her to
there other things the COO could focus on doing? avoid using an across-the-board reduction in headcount
and instead in a targeted manner gauge where the
>> Time to go further and explore some additional reductions in headcount will be most appropriate—she
THE INTERVIEW
UNPLUGGED
avenues. would need to work with the different P&L or business
CHAPTER 2
division managers who know best what their employee
Candidate: Yes, the other main source of expenses that needs will be to deliver on the company’s existing client
I mentioned earlier had to do with the salaries and needs and service commitments. Second, I would suggest
other expenses related to full-time employees. This is a she very clearly communicate the headcount reduction
much trickier issue, since letting employees go during plan to the CFO and investor relations team so that they
tough times does save you money but also carries can manage Wall Street’s understanding of why and when
up-front incremental expenses in the form of severance this step is happening. The last thing you want is to have
payments. If, however, the COO believes that the the money managers who rate the company’s stock price
THE PRACTICE RANGE

downturn in revenues and demand for her company’s to overly penalize the company when the staff reductions
services is going to be prolonged, reducing headcount become public knowledge. Third, I would advise her
makes sense so that the company can avoid having to be open about the task at hand to all of the internal
CHAPTER 3
to bear the costs of underutilized resources. This also stakeholders. In this way, the cost-containment activities
assumes that the company’s employees aren’t unionized will not seem like an arbitrary directive coming down
or employed under long-term contracts—both of from on high, but instead will be clearly connected to the
which will prevent the ability to change the size of the reality of a downturn in the marketplace that necessitates
labor force in the short term. such changes. Finally, I would counsel her to test the
wisdom of making such drastic changes with other senior
>>While firing employees does save money, it also brings executives before carrying out the plan. I believe that the
with it new expenses. These new expenses must be COO’s internal reviews and communications on the NAILING THE CASE
considered on balance when evaluating the total decision will be vital in carrying this out in an effective
impact of this kind of change on overall expenses. manner.
CHAPTER 4
Interviewer: Letting employees go could save the >> Good job. Bonus points for showing a more savvy
company significant money, assuming that the overall understanding around the challenges of reducing
business is contracting. The COO has actually been employee expenses through layoffs. Firing is a highly

charged and difficult process for most companies—

not only will it negatively impact morale, but it
will also create new challenges for managers to have
to handle. As well, it will potentially send very
visible, public signals to the marketplace about the
AT A GLANCE
CHAPTER 1
company’s opinion of its business prospects in the

long term.
Interviewer: Your suggestions make sense. Good job.

Thanks for sharing your ideas.
THE INTERVIEW
UNPLUGGED
CHAPTER 2
THE PRACTICE RANGE

CHAPTER 3
NAILING THE CASE
CHAPTER 4
CHAPTER 2
77
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insider guide

ACE YOUR CASE® V:

14 PRACTICE CASE QUESTIONS ★ APPLYING OPERATIONAL FRAMEWORKS ★ WETFEET’S EXPERT COMMENTARY

>> The WetFeet Guarantee

Contact us at 215-546-4900 or orders@wetfeet.com

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Ace Your Case® v: Business Operations Questions

All illustrations by mckibillo

Ace Your Case® V:

7 The Business 17 Marketing

9 Key Business 22 Productivity

• Cultural, Administrative, Geographic, Economic

Key Operations Issues

Overview The WetFeet Way

a consultant! particular, if there seems to be a gaping hole, ask about

THE PRACTICE RANGE

practical, but unconventional, approaches? Is there

WET F EET IN S IDER GUIDE 7

other factors); or the airline could be operating more

the question to be more familiar. For example, an

the implications of launching a new national chain

Rule 3: Think Action! Fixed Cost/Variable Cost

THE PRACTICE RANGE

WET F EET IN S IDER GUIDE 9

development. The fourth P, place, is really a “D” in

its opportunities in a foreign market, you might start

THE PRACTICE RANGE

strategy. in the ways the countries are governed? Are there

include a company’s: ments in place?

WET F EET IN S IDER GUIDE 11

features, like ports, transportation systems, and Financial Analysis

to help you evaluate strategy decisions during case

› Although operations questions can be

can work through any question with confidence, even

if your interviewer throws out some weird brainteaser

WET F EET IN S IDER GUIDE 17

A small manufacturer and distributor of women’s surf clothing is considering

Key questions to ask

Track the numbers down

THE PRACTICE RANGE

WET F EET IN S IDER GUIDE 19

Key questions to ask

Track the numbers down

THE PRACTICE RANGE

NAILING THE CASE

WET F EET IN S IDER GUIDE 21

Track the numbers down

A regional bank interested in expanding beyond commercial banking

THE PRACTICE RANGE

NAILING THE CASE

WET F EET IN S IDER GUIDE 23

dramatically. What is going on?

Key questions to ask

Track the numbers down

THE PRACTICE RANGE

NAILING THE CASE

WET F EET IN S IDER GUIDE 25

A retail chain is having problems with cash flow. Inventory expenses in

Key questions to ask

Track the numbers down

Key questions to ask

THE PRACTICE RANGE